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Hilton Garden Inn Brand Debuts in Jakarta, Indonesia

Hilton (NYSE: HLT) today announced the opening of its seventh hotel in Indonesia, the 168-room Hilton Garden Inn Jakarta Taman Palem. Launching as the first hotel under Hilton’s focused service brand, Hilton Garden Inn, in Indonesia’s capital city of Jakarta, the hotel is owned by the Agung Sedayu Group company and managed by Hilton. “I am thrilled to welcome Hilton Garden Inn Jakarta Taman Palem to our growing Indonesia portfolio as the second hotel to open in the country this year on the back of the launch of our first hotel in Surabaya. These openings demonstrate the positive growth potential we continue to see in the market and our commitment to bringing our world-renowned brands to key destinations while making a positive impact on the communities we operate in,” said Paul Hutton, vice president, operations, South Earth Asia, Hilton. “When travel returns in the longer term, I am confident Hilton Garden Inn Jakarta Taman Palem will offer both domestic and international travelers to Jakarta a fresh, welcoming experience that will elevate the levels of hospitality in the city.” Hilton Garden Inn Jakarta Taman Palem is located in the heart of West Jakarta’s central business district and a short 20-minute drive from Soekarno-Hatta International Airport. Connected to Green Sedayu Mall which features a range of retail outlets, restaurants and bars and entertainment options, the hotel is also a short 10-minute drive to the residential area of Pantai Indah Kapuk which is locally renowned for its vibrant nightlife. “With more than 900 hotels in 50 countries and territories around the world, Hilton Garden Inn has one of our largest number of hotels within the Hilton portfolio. Whether they are traveling on business or leisure, our guests enjoy consistently modern accommodation and facilities that are complemented by the warm hospitality they receive at each and every one of our hotels delivered by our team members. I am delighted to see the brand enter yet another tier one city in the region and have every confidence it will be top of mind for guests when they feel comfortable and confident to travel again,” said Jenny Milos, vice president, Focused Service and All Suites Brands, Asia Pacific, Hilton. MODERN ACCOMMODATION AND FACILITIES Hilton Garden Inn Jakarta Taman Palem features 168 freshly-designed guest rooms and suites, all of which come with a 43-inch high-definition television, mini-fridge, convenient USB charging ports, a dedicated work desk, a walk-in shower, and bath amenities from CrabTree and Evelyn. The hotel also features King Family Suites ideal for travelers with young families who would enjoy the separate bedroom curated specially for kids and fitted with a vibrant bed frame and play furniture. During the stay, guests can enjoy a variety of amenities and services, including complimentary WiFi throughout the hotel, a 24-hour fitness center with an outdoor swimming pool, business center, guest laundry and convenient room delivery service. FOOD AND BEVERAGE OPTIONS The hotel features two food and beverage options: The Garden Grille: an all-day-dining restaurant serving up authentic à la carte local and international specialties;The Shop: a 24-hour convenience store offering a variety of snacks and beverages MEETINGS & EVENTS With a delightfully spacious foyer and eight multi-purpose function rooms boasting natural lighting and state-of-the-art audiovisual technology, Hilton Garden Inn Jakarta Taman Palem is well-equipped to meet the needs of guests looking to hold formal business meetings, host social events and weddings of up to 700 attendees. The hotel also implements Hilton CleanStay and Hilton EventReady with CleanStay, ensuring a clean and safe experience for guests during their stay without compromising the hospitality Hilton is known for. Hilton Garden Inn Jakarta Taman Palem is part of Hilton Honors, the award-winning guest-loyalty program for Hilton’s 18 world-class brands. Members who book directly through the preferred Hilton channels have access to instant benefits, including a flexible payment slider that allows members to choose nearly any combination of Hilton Honors Points and money to book a stay, free standard Wi-Fi, and an exclusive member discount that can’t be found anywhere else.

Create: Jul 7, 2021 Edit: Jul 7, 2021 International News

IHG Signs With Asset World Corporation for Three Thailand Hotels

IHG Hotels & Resorts, one of the world’s leading hospitality companies, is proud to announce the signing of three hotels in Thailand with long-standing partner Asset World Corporation (AWC), the country’s leading integrated lifestyle real-estate group. The multi-property agreement includes the new-build InterContinental Bangkok Chinatown – the first luxury hospitality development in the area – and two further projects in Chinatown and Pattaya, totalling 629 rooms. Rajit Sukumaran, Managing Director, South East Asia & Korea, IHG, said: “We’re excited to work with our long-standing partner Asset World Corporation to unveil these three outstanding properties across Bangkok and Pattaya. Together, they will provide an extraordinary luxury hospitality, retail and lifestyle experience for our guests. “InterContinental Bangkok Chinatown will be our third InterContinental hotel in Bangkok, and is the perfect choice for Verngnakornkhasem, one of the oldest neighbourhoods in the city. Meanwhile, we’re in advanced discussion with AWC regarding the brand positioning of the other two properties in our agreement, in Bangkok and Pattaya. “We plan to double our portfolio in Thailand in the next three to five years and these signings represent the strong growth momentum of IHG in Thailand and South East Asia. We look forward to working closely with AWC to expand their diverse hospitality and lifestyle offerings and bring our IHG family of brands to city and resort destinations throughout this wonderful country.” Wallapa Traisorat, Chief Executive Officer and President, Asset World Corporation (Plc), AWC, added: “AWC remains confident Thailand’s tourism industry has a strong future and will continue with its investments. “The expansion of our cooperation with IHG further diversifies our hospitality portfolio and allows us to deliver even more impressive experiences while meeting a wider array of customer demands, in turn bolstering the potential of Thailand’s tourism sector to expand its customer base. It will also deliver experiences that will attract tourists from across the globe who emphasise selection and international service standards.” “We’re delighted to partner with IHG Hotels & Resorts, who share our vision of bringing world-class destination concepts to Thailand. Signing an agreement with a world-class partner coincides with our quality development plan and we share a vision towards creating a better future through sustainable growth. This collaboration also reaffirms our dedication to playing a part in enhancing Thailand’s tourism competitiveness. Our projects will feature distinct architectural designs as well as impressive experiences while also generating value for their surrounding communities, society and the environment,” Wallapa further stated. “As the first luxury hospitality development in Chinatown, InterContinental Bangkok Chinatown is sure to instantly become an iconic landmark in Bangkok, while our other hotel in Chinatown will elevate the mixed used development project, and offer a fantastic lifestyle experience to our guests.” Set to open in 2027, the 332-room InterContinental Bangkok Chinatown hotel will be located within a vibrant mixed-use development in historic Verngnakornkhasem. It will feature two hotels, residences and a retail mall, including a 24-hour food centre on Charoen Krung Road. Combining the brand’s world-renowned reputation with the wonders of local culture, the hotel will feature three restaurants and bars, as well as a swimming pool, fitness centre and a vast 1,400 square metres of events and meeting space supplemented by eight private rooms. The mixed-use development will also boast the second property under this agreement – a 63-room lifestyle boutique hotel, converted from traditional four-storey shophouses to provide a stylish and authentic stay for visitors to the “Heritage of Asia City” Visitors will be spoilt for choice as they enjoy the biggest array of underground retail outlets in Bangkok, a heritage walk and an entertainment boulevard with space for festive celebrations and cultural performances. A new historical and cultural attraction – “The Golden Pagoda” – is under commission, as well as the construction of an entrance gate to welcome people into the history and culture inspiring destination. A short drive to Suvarnabhumi International Airport, the development is located close to popular tourist attractions including the Grand Palace, the shopping district, Sathorn and Silom. It will form part of the transformation of Verngnakornkhasem and ensure its status as a “must-visit” destination. Another boutique hotel under the agreement – will open in Pattaya in early 2024. Located within the Aquatique district, Pattaya’s first iconic lifestyle destination, it will be at the heart of a major lifestyle and entertainment complex featuring hotels, retail and dining outlets, and convention spaces. With 234 rooms and suites, the hotel will also feature restaurants, a rooftop bar, a swimming pool, spa and meeting rooms in excess of 670 square metres. The triple signing is part of a long-standing partnership between IHG and AWC to manage a portfolio of properties offering more than 1,200 rooms across Thailand, including the 306-room InterContinental Chiang Mai Mae Ping Hotel that will open in 2022. IHG and AWC are also exploring opportunities for the Kimpton brand, a design-led luxury boutique hotel with award-winning restaurants and bars, and heartfelt service in leading resort destinations within Thailand. Thailand continues to be a strong growth market for IHG, with 32 hotels across eight brands in the country and another 33 properties in the pipeline.The new signings are part of the company’s aim to grow its Luxury and Lifestyle portfolio in Thailand by 50%, as well as its estate, across all of its brands, in the country.

Create: Jun 23, 2021 Edit: Jun 23, 2021 International News

Radisson Hotel Casablanca Gauthier La Citadelle Coming to Morocco in 2023

Radisson Hotel Group is proud to announce the debut of its second brand and third hotel in Morocco with the signing of Radisson Hotel Casablanca Gauthier La Citadelle in partnership with Al Hoceinia Hospitality. With construction already underway, the hotel is scheduled to open in 2023 and will consist of 133 guestrooms and suites. Located in the heart of Casablanca’s vibrant and exclusive Gauthier district, one of the prominent corporate, financial and entertainment districts, Radisson Hotel Casablanca Gauthier La Citadelle is just 2.5 km from the glistening La Corniche, the charming Old Medina, and Hassan II Mosque, the second largest mosque in the world. The hotel will offer a unique view over the Arab League Park and will also form part of La Citadelle, a new, premium mixed-use development which will comprise of residences, offices and retail outlets. Ramsay Rankoussi, Vice President, Development, Africa & Turkey, Radisson Hotel Group, said, “Morocco is a strategic bridge between Europe and the rest of Africa, and a key focus market in our African development strategy. We aim to grow our Moroccan portfolio to over 15 hotels within the next three to five years, and Casablanca is a key city where we are looking to expand our footprint to more than five hotels. Radisson Hotel Casablanca Gauthier La Citadelle is the Moroccan debut of our fastest-growing brand in Africa, and marks our third hotel in the country, joining our other two successful properties, Radisson Blu Hotel, Casablanca City Center and Radisson Blu Hotel, Marrakech Carré Eden. We expect to introduce each of our remaining three brands but also cover all segments, from business hotels to resort properties, as well as serviced apartments. I would like to take this opportunity to thank our partners, Al Hoceinia Hospitality, for their trust as we look at working together to reinforce our presence across Morocco with additional properties.” Hamza Laghrari, Managing Director of Al Hoceinia Hospitality, Radisson Hotel Casablanca Gauthier La Citadelle managing company said, “It is with great pleasure that we commence this journey and long-term relationship with Radisson Hotel Group and together introduce the upscale Radisson brand to the Moroccan market. The hotel which will be equipped with the latest innovation to accompany the changing expectations of business customers, will provide a new and an ideal venue for business and leisure guests and an enhancement to the city of Casablanca. As part of our group’s diversification strategy, the tourism industry is an important growth sector in which we see opportunities in the near future, and we are pleased to partner with Radisson Hotel Group to introduce this property and eventually many more. We aim to open a total of five hotels by 2025 in Casablanca, Rabat, Marrakech and Tangiers.” The Scandinavian-inspired, upscale brand, Radisson, will make its Moroccan debut with the new build, 133-room hotel, consisting of contemporary superior rooms and suites. Radisson Hotel Casablanca Gauthier La Citadelle will enable guests to focus on a work/life balance and find harmony in their travel experience, while enjoying the hotel’s modern, state of the art technology, and design. Various cuisine options will be available at the hotel’s all-day dining restaurant, patio as well as its panoramic rooftop restaurant. Meetings and event venues will include a large conference and function room as well as five meeting rooms. Perfectly equipped for guests to strike a healthy balance, the hotel will offer both a fitness room and a rooftop pool. Radisson Hotel Group’s top priority is the continued health, safety and security of its guests, team members, and business partners. The Group applies its Radisson Hotels Safety Protocol created in collaboration with SGS, the world’s leading inspection, verification, testing and certification company, and recently unveiled its new comprehensive testing program as the first hotel group to roll out a rapid testing service for meeting and event attendees at properties across its EMEA portfolio.

Create: Jun 21, 2021 Edit: Jun 21, 2021 International News

Using an On-Demand Worker Platform to Thrive When Groups Return

When are groups coming back? This is undoubtedly a question on many hoteliers’ minds, but perhaps the better question is, how are you going to manage operations when they do come back? Right now, the industry is narrowly focused on two central issues – the post-pandemic surge in leisure guests (as epitomized by the concept of ‘revenge travel’) and the labor shortages resulting from so many furloughed staffers permanently leaving the industry (amongst other factors). Both of these matters not only influence the groups segment, but also compound many of their underlying problems. To help navigate the impact of these two issues to realize big revenue gains from the upcoming return of groups, we recruited Steve Anevski, CEO and Co-Founder of Upshift (www.upshift.work), an on-demand staffing platform with the backing of Recruit Holidings (parent company of Indeed). The company has experienced tremendous growth in the past two quarters, particularly as Upshift’s ability to properly vet then deliver high quality shift workers gives hotels the assurance they need to effectively facilitate events once more Revenge Travel for Groups To the first of these concerns, the psychology of revenge travel, in combination with general stir-craziness and what’s dubbed ‘mortality salience’, will compel a tremendous swarm of newly confident leisure guests to venture forth come Q3 2021 based on current vaccination rates and governmental decrees. As we discussed with Anevski, these same compulsions, however, will invariably lead to a swell in groups, albeit following a different pattern than what comprised group travel in 2019. While we can all look enviously at the sold-out rock concerts and rugby matches in Australia, the large-scale, international MICE happenings of yesteryear will take some time to properly come back for the rest of the world. Yet right now, discussions amongst friends of colleagues are already taking place along the lines of, “Hey, we’re all vaccinated now and they’re saying it’s safe to gather in small groups, so let’s start planning something for this fall because we all haven’t seen each other in a long time.” This may not yet be revealed by travel search inquiries or, say, a year-over-year increase in total RFPs for a given territory, but we can nevertheless infer how groups will return. In lieu of conventions, companywide town halls and 200-or-more attendee receptions, think intimate weddings, family reunions, hub-and-spoke hybrid meetings and senior level-only corporate retreats. Importantly, because of the spontaneousness that underpins revenge travel, these smaller group bookings will have vastly shorter lead times from inquiry and contract to actual event date.Managing the Nightmare of Upcoming Events So, let’s list off all the problems that a hotel may encounter in trying to rebuild its group segment in Q3 and Q4 2021: Smaller groups, meaning more management time required to negotiate all of these at the same time then juggle room blocks and coordinate all specific requirements Dire shortages of shift-based labor caused in large part by people leaving the industry as a direct result of the pandemi Drastically shorter lead times for event bookings as groups opt to rush back with something in the near-term and release that pent-up demand New SOPs related to COVID-19 safety, compounding each group’s specific requirements and mandating more team training Inability to bring back many full-time, fixed-cost employees due to the increased carrying debt from a disastrous 2020, the still-depressed revenue on the books and an inability to accurately forecast the shape of an individual hotel’s occupancy recovery Together, these five factors can make hosting an event a nightmare to effectively render (and create a slew of financial headaches if an event isn’t rendered properly) or outright untenable for some properties. To respond to these market conditions, hotels must remain nimble and recruit labor on an as-needed basis much like how revenue managers yield rates in the face of compression. Labor Tech to the Rescue Maintaining a mostly variable labor force in name of being able to accept group bookings creates a critical problem in terms of how to source and motivate these shift workers. That’s where new-age platforms like Upshift come in, where many veteran banquet workers, as Anevski pointed out, have already signed up so that they are more visible and available for hire on-demand. For 2019 and earlier, variable labor demands were addressed by temp agencies. Like so many other aspects of business, though, the pandemic has brought to light the inherent fallacies of these third parties. Notably, temp accountability was always suscept; hotels would receive workers of questionable training and demeanor, and without the ability to validate quality ahead of a given shift. Often, properties would get temps arriving late, entering the FOH entrance instead of BOH, wearing the incorrect uniform, showing up ‘under the weather’ or failing to review the necessary instructions prior to the start of a shift. With the pandemic acting as a proverbial gun to hoteliers’ heads towards the adoption of new platforms to help build a contactless and more personalized guest experience, the legacy issue of putting up with the inadequacies of temp agencies can likewise be solved through a deeper reliance on technology. First is the ability to better manage labor for the coming groups surge and the issue shorter lead times by giving a hotel immediate access to a larger pool of possible hires. Concurrent to this, HR departments would get a palpable productivity boost by using an online portal instead of the old school, paper-and-pen method. Above all, the benefit worth reemphasizing is the heightened accountability. For example, Upshift goes about this through a meticulous prescreening and background check process, combined with a third-strike policy of banning any temp for life from the app should they receive negative feedback three times from a hotel employer. The talent that we have found through Upshift has been outstanding, and it has really allowed us to be proactive as demand continues to shift,” said Chris Cano, General Manager for Columbia Sussex Management. “The transparency, flexibility and financial control I gain through the platform is unique and has been instrumental in controlling costs as we rebound from 2020.” Despite the narrowing of lead times that hotels may see for upcoming groups, the rule still applies that meetings and events are most likely to be initiated internally by planners a full quarter ahead of the desired date. As such, the time to start aligning your property with a wholly digital method of streamlining your temp workers is now. Just as the time to realign operations in advance of the leisure travel surge was this past winter, consider how you plan to pivot for the return of groups later this year. In this sense, using an on-demand labor platform like Upshift will help you to more effectively service any events you get as well as give your team more confidence in its ability to manage groups to help you win more business in the first place.

Create: Jun 13, 2021 Edit: Jun 13, 2021 Waiter

4 Culture Attributes a PMS Technology Company Must Possess to Help Ensure Your Property’s Success

Hospitality is built on the development and nurturing of personal relationships, extending beyond interactions with guests to include other hoteliers and even vendor partners. Hotel and resort owners and operators know that it’s not always enough to deliver positive results to customers, sometimes it’s more important to develop a connection with guests when providing service. This mentality can be a challenge for technology partners who have been conditioned by other industries to deliver results without emotion. However, company culture defines the way partners work together, and technology companies can learn a great deal from hospitality’s service-driven ethos. One thing hotel technology partners must be mindful of is the increasing complexity of software used throughout the industry. They should remain patient with operators who are stepping outside of their comfort zones to use technology they are unfamiliar with. Furthermore, many independent chains and boutique hotel groups operate without the benefit of an internal IT department, and for them, it is crucial that the technology supplier be a partner they can rely on to help solve problems in a collaborative and solution based approach. Here are four culture attributes a PMS company must possess to help ensure your hotel’s success: Be AdaptableThe service-oriented nature of hospitality creates an environment where many small-scale changes are taking place industrywide, from adapting to new guest booking patterns to creating new avenues for communication with travelers. In an environment like this, it is important for vendors to be open to receiving constructive criticism to improve service and make the most of current market conditions. Conducting business in the service arena requires some degree of humility, and sometimes well-intentioned efforts can backfire due to the way they were delivered, or other unforeseen factors. Receiving free feedback can be invaluable, whether it comes from an industry consultant or your hotel partners. Opening your offerings up to occasional scrutiny from those who use them every day can help provide inspiration to improve your products and services going forward, and even more effectively navigate your chosen business segment. Be AccessibleTech partners will always struggle with visibility due to the nature of the space they operate in, so it may be necessary to find ways to “walk the floor” with your customers the same way hotel GMs do. Since contact with hotel partners occurs most often when things have gone awry, the most efficient answer to this concern is for tech providers to make it easier for hoteliers to reach them. Direct text chat has seen runaway growth in popularity since the beginning of the pandemic, and it provides several benefits as a means of communication between hotels and tech partners. For one, tech chat allows users to be more deliberate with their messaging, reducing confusion in the long run. Additionally, all communications over text can be easily recorded and shared, helping with future technical issues and assisting with troubleshooting. Lastly, it is the ideal method for sharing e-learning materials, as users can retain them for long-term reference. Be ResourcefulKnowing your customer is everything, so why not consider hiring former hospitality workers for training and support roles? Your technical support personnel are more likely to help resolve customer issues in a reasonable manner if they walked a mile in their shoes. The hotel industry is currently going through a labor crisis, and it is important to make an immediate connection with hotel partners. Former revenue managers, salespeople, and GMs are perfect for these positions as they are fluent in hospitality lingo and already possess the service mindset to help other hoteliers find the solutions to their problems. Hospitality and technology are continually becoming intertwined, and connections such as these will be necessary to sustain future success as the level of complexity in a hotel’s day-to-day business continues to increase. Be HospitableHospitality employees are typically friendly, outgoing, likeable people. Many of them were attracted to hospitality for its focus on people, and the desire to provide a high-quality experience. They love solving problems and making others’ lives easier. Technology providers should strive for the same qualities in our own offerings. If, culturally, your organization’s people are pushing to do a better job every day to better serve customers, and go above and beyond when the opportunity presents itself, they are in the right place.

Create: Jun 9, 2021 Edit: Jun 9, 2021 Hotel Management

Iran, safe and desirable destination for foreign tourists, minister says

Having unique tourism capabilities, Iran is a safe and desirable travel destination for visitors from around the world, Cultural Heritage, Tourism, and Handicrafts Minister Ali-Asghar Mounesan has said. He made the remarks during a meeting with Russian and Iranian tourism activists in Moscow on Monday. In recent years, Iran’s tourism sector has flourished because new branches of traveling, such as eco-tourism, health tourism, mining tourism, and agritourism, have all been gaining popularity, the minister said. Iran offers an impressive range of tourist attractions, including historical, cultural, and natural monuments, handicrafts, dense forests, towering mountains, roaring rivers, and beautiful deserts, while there are also over 700 museums that can be visited in different cities, he explained. Tourists can find the country to be one of the pocket-friendly destinations in the world, he mentioned. He also noted that some 400 hotels and over 2,000 eco-lodge units have been established across the country. Iran’s image in the world is being tarnished by the U.S.’s anti-Iran policy, but traveling to Iran could change this image for foreign tourists, he added. Mounesan on Monday signed an action plan to implement a bilateral visa-free agreement for tourist groups. The signing of the agreement, which emphasizes a waiver of visas for tourist groups, was due to the good relations between the two countries as well as the interest of Iranians in visiting Russia and the existing capacity in the country for cultural tourists and history buffs, he noted during the signing ceremony. He also expressed hope that the signing of the joint action plan, as well as the process of increasing vaccination and overcoming the corona crisis, would result in a growth of tourism between Iran and Russia. In 2017, Iranian President Hassan Rouhani and his Russian counterpart Vladimir Putin inked a visa-free agreement for tourist groups. A joint technical committee has been developing an action plan for the previously agreed visa-free travel arrangements since then, to put the agreement into effect. Based on the 2017 agreement tour groups of 5 to 50 people heading to [easternmost parts of] Russia from Iran or vice versa are granted a visa-free stay of up to 15 days. Earlier this month, Mostafa Sarvari, who presides over the tourism marketing and advertising office of the Iranian Tour Operators Association, announced many Russian tourists are eager to travel to Iran, recounting his Russian counterparts. “Many [potential] Russian travelers are motivated to visit novel and lesser-known destinations such as Iran that could be a safe and attractive destination,” he said. “According to Russian tourism experts, the feedback from Russian tourists who have traveled to Iran has been very positive, and its reflection, especially on social media, has caused a great deal of enthusiasm and interest.” According to Ebrahim Pourfaraj, who heads the Iranian Tour Operators Association, rounds of negotiations have been held between Iranian tour operators, travel marketers, and their Russian counterparts. “We’ve been commenced talks with some Russian travel agents to put Iranian destinations on their itineraries…. And the Iranian Tour Operators Association has also entered negotiations with Russian unions for outbound tours to attract more travelers from Russia.” Pourfaraj says the majority of potential Russian travelers are unaware of the vast tourist attractions that exist in every corner of Iran. “The fact is that Iran’s political and economic relations with Russia are considered as good, but this has nothing to do with attracting tourists because it is directly connected with the Russian people. It is the Russian people who must choose Iran as their destination.” Iran is taking proactive measures in line with the long-term goal of 20 million tourists by 2025.

Create: Jun 9, 2021 Edit: Jun 9, 2021 Regional News

Colebrook Financial Announces Receivable Loan to Latitude Vacation Club

Latitude Vacation Club has entered into an agreement with Colebrook Financial Company, a leading lender to the timeshare and travel club industries to provide a receivable loan. Latitude Vacation Club’s home resort, Ancora Cap Cana Marina Resort & Villas is inside Cap Cana, a gated community of 33,000 acres—twice the size of Manhattan– located 10 minutes from Punta Cana’s International Airport. This is a first-time development for Cecil Latta, well known for his sales and marketing successes at Westgate Resorts, Tempus Resorts, and El Cid Vacations Club in Mexico. As CEO and Founder of Latitude Vacation Club, headquartered in Celebration, FL, Latta is focused on offering 20 year memberships in Latitude Vacation Club+ featuring Ancora Cap Cana Marina Resort and Villas. In addition to some the best Bill Fishing in the world, Latitude Vacation Club+ members may enjoy one of the Dominican Republic’s most famous attractions, Scape Park, as well as Punta Espada a Jack Nicklaus signature golf course rated number 1 in Mexico and the Caribbean since 2011, an equestrian center called Los Establos with FIFA certified soccer (football) fields. Bill Ryczek, Principal of Colebrook Financial said: “We’ve worked with Cecil Latta on other projects and are delighted to finance his new offering in the Dominican Republic. He’s been known for years as one of the top sales and marketers in the timeshare industry, and we’re glad to see him developing his own project for the first time. We think there’s some real opportunity for growth, and thus far sales have been terrific, despite current travel conditions. Once travel opens up, we expect excellent results.” Latitude and Cecil Latta have had a working relationship with Colebrook Financial Company’s Bill Ryczek and Tom Petrisko for years. Latta says, “Getting to know them, their personal and professional integrity made working with them a simple choice. What about Colebrook is outstanding? Even during the most challenging of times Colebrook has stuck to their lending plans when many others decided not to.” Colebrook is a pioneer in many forms of financing and began working with club products before most lenders. Few competitors can match their longevity in the industry. They enjoy a reputation for adapting to new situations more quickly than larger institutions.

Create: May 22, 2021 Edit: May 22, 2021 International News

Intl. travels fall by 80% in Iran due to coronavirus

The average of international travels to and from Iran fell by 80 percent during the past Iranian calendar year 1399 (ended on March 20, 2021) from a year earlier. “During this period, 4,343,163 passengers entered the country, which included 3,030,464 Iranian passengers and 512,699 international travelers,” Mehr quoted Arezou Ghaniun, an official with the Islamic Republic of Iran's Customs Administration, as saying on Saturday. “From the beginning of 1399 to the end of it, we saw a significant reduction in passenger traffic to the country or vice versa in land, sea, rail and air borders, which were caused by various coronavirus restrictions.” International tourist arrivals to Iran plunged 72% during the first eight months of the year when compared to 2019, according to data compiled by the World Tourism Organization. Restrictions on travel introduced in response to the COVID-19 pandemic continue to hit global tourism hard, with the latest data from the UNWTO showing a 70% fall in international arrivals for the first eight months of 2020. Iran, however, has experienced different rates of downfall for inbound passengers over the past months. In the first three months of 2020 (January, February, March), the tourism industry of the country recorded negative rates of 90, 92, and 94 percent, respectively, compared to the same period last year, according to the organization. The fall reached 96 and 97 percent in April and May. And in June, a negative 84% was recorded. But the interesting point in the statistics published by the World Tourism Organization is a steep slope of the improvement of Iran’s tourism arrivals during the last two months, as such growth has leaped 35% in July and August. Optimistic forecasts, expect the country would achieve a tourism boom after coronavirus contained, believing its impact would be temporary and short-lived for a country that ranked the third fastest-growing tourism destination in 2019. According to the newest UNWTO Barometer, international arrivals plunged 81% in July and 79% in August, traditionally the two busiest months of the year and the peak of the Northern Hemisphere summer season. The drop until August represents 700 million fewer arrivals compared to the same period in 2019 and translates into a loss of US$ 730 billion in export revenues from international tourism. This is more than eight times the loss experienced on the back of the 2009 global economic and financial crisis. “This unprecedented decline is having dramatic social and economic consequences, and puts millions of jobs and businesses at risk,” warned UNWTO Secretary-General Zurab Pololikashvili. “This underlines the urgent need to safely restart tourism, in a timely and coordinated manner”. UNWTO’s Panel of Experts foresees a rebound in international tourism in the current year, mostly in the third quarter. However, some experts suggest the rebound could occur only in 2022. Travel restrictions are seen as the main barrier standing in the way of the recovery of international tourism, along with slow virus containment and low consumer confidence. The lack of coordinated response among countries to ensure harmonized protocols and coordinated restrictions, as well as the deteriorating economic environment, were also identified by experts as important obstacles for recovery. The Islamic Republic expects to reap a bonanza from its numerous tourist spots such as bazaars, museums, mosques, bridges, bathhouses, madrasas, mausoleums, churches, towers, and mansions, of which 24 being inscribed on the UNESCO World Heritage list. Under the 2025 Tourism Vision Plan, Iran aims to increase the number of tourist arrivals from 4.8 million in 2014 to 20 million in 2025.

Create: May 16, 2021 Edit: May 16, 2021 Regional News

Senior Team Alignment Critical for Leisure and Group Recovery Success

The recovery in the leisure sector is imminent, and we argue that small groups aren’t far behind given that ‘revenge travel’ also implies a strong yearning to reconnect and congregate. A return to healthy numbers won’t be evenly spread across all hotels, though. It will favor those properties and those organizations that are already prepared for a diverse range of ramp-up scenarios, with others leaving revenue on the table by not having plans in place prior to this next phase. While hotels could hardly have predicted or prevented the advent of COVID-19, what we’ve witnessed in the latter half of 2020 is an industry that’s largely reactive to macroeconomic forces. Many operators have hinged their hopes on a near-complete reversal to 2019 demand levels and guest expectations without any earnest consideration for structural innovation and becoming more adaptable to the increased volatility in the market. Luckily, there are a few shining stars that highlight where hospitality needs to be for the decade ahead, and we’re excited to present one such case herein. Newport Hospitality Group (NHG) is a management company that’s been operating for 30 years and now has over 50 managed properties in its portfolio spread all along the Eastern Seaboard. Most fascinating for our current conversation is that the organization has some inherent ‘antifragility’ (to borrow a term from the brilliant statistician and option trader Nassim Taleb) in that it thrives relative to its comp set not only during good times but also during periods of economic turmoil. Upon reviewing their annual RevPAR growth metrics, they’ve beaten their respective markets in every year since 2005. Emphasizing this is that during the calendar year of 2020 NHG dropped 7.9% less than the US RevPAR average and the company also added 10 properties to its portfolio. This echoes their relative CAGR for the recession of 2008-09 where they also substantially beat the market. Success Starts at the Senior Level In trying to decipher the secret to the longstanding NHG playbook, we had an extensive discussion with Wayne West III, NHG’s President. He explained that success during turbulent times hinges upon decisive attention at the senior level combined with a thorough comprehension of the roles and responsibilities for the onsite operator, the corporate office team and the owner. Finding the best alignment amongst these entities – which may or may not have different goals – is an initial step that is often overlooked. So much time is spent in planning meetings and getting approval for changes and new initiatives that operations can easily get bogged down through ‘decision by committee’. In particular, hospitality is more exposed to this problem than other industries given our highly vertical organizational structures and lack of monetary empowerment at the property level. These types of inertial situations can easily be exacerbated by conflicting visions and orders stemming from the three-headed, ‘Cerberus-like’ discord amongst the owners, brand and management company. The key is to find a balance of responsibilities. “In many ways, the hotel industry’s current situation is like a street race,” quipped West as he explained how immobility can compromise a hotel’s success. “You don’t start revving your engine when the light turns green. You rev in neutral so that you can fly out of the gates once the countdown hits zero. This resembles the state of many hotels as we gear up for a roaring Q3 and Q4. At NHG, we established a playbook for swiftly reacting to hard times even before the Great Recession to the point where it’s now baked into our culture. All our managed properties have a clear chain of command and are staffed up to handle a surge of both transient guests and group RFPs.” Indeed, one case where having alignment at the senior level is mission critical pertains to the reemergence of groups, starting with reunions, corporate retreats and wedding receptions later this fall in advance of larger MICE-type travel sometime in 2022. With those small group gatherings taking place in the autumn or winter, the planning starts in late spring or early summer, and hotels must have a sales team and group rate plan fully set up to win these contracts. To this end, one reason for NHG’s success versus its comp set in 2020 was because it retained its sales team throughout. This meant that they were fully ready to enter any negotiation with attractive offers and coronavirus-specific programs such as full-floor or section buyouts and operational staff pods to limit cross-exposure. Emphasizing Succession Planning To ingrain the first lesson above, far better than a lengthy deliberation over the best possible approach is to implement a reasonably satisfactory course then act quickly to adjust the plan as market conditions evolve. To enable this ability to pivot, onsite leaders must have a certain degree of autonomy and freedom to act within a proscribed framework. But how do you develop a culture of empowerment? One critical point that West highlighted to that end was succession planning and how many hotels aren’t prepared for a return to normalcy because they furloughed too many of their team members. This is especially evident for sales teams, whereby without key managers kept up to speed on a property’s event capabilities, each RFP cannot be addressed through a preestablished process. This results in teams constantly playing catch-up and reacting week-over-week to new inquiries rather than looking ahead to new initiatives that will advance the hotel’s revenue prospects. To ensure this type of problem never sets in, NHG prides itself on promoting from within and executive retention, with nearly half of their senior teams staying with the company for over a decade and nearly a quarter staying for over 20 years. A sharp focus on retention like this means that the onsite operators are totally in sync with ownership and the corporate office, intrinsically knowing how to implement the latter’s directives and hastily deploy resources to make those changes a reality. “A property is only as good as its GM,” remarked West to close out our talk, succinctly describing how, if the GM gives his or her managers a clear and actionable plan without backtracking or indecisiveness, then success is all but guaranteed. In this sense, nurturing great teams, especially during hard times like the current pandemic, is vital for decreasing conflict and aligning operations prior to periods of increased demand. Particularly at the senior level, the time to make your organization nimble and imbue a clear command structure for rapid action was yesterday. But, with hindsight being what it is, a close second place would be today. It’s never too late to chart a course for a profitable decade ahead, and our hope is that you can learn from this brief examination of NHG to see how you can create a culture of success.

Create: May 8, 2021 Edit: May 8, 2021 Hotel Management

Marriott Debuts in Belize With Opening of Alaia Belize, Autograph Collection

Calling all those looking to discover the outdoors and live with purpose, as owner and developer, Andrew Ashcroft, in partnership with Autograph Collection Hotels, announces the grand opening of the highly anticipated boutique resort – Alaia Belize, Autograph Collection. Spanning over 20+ acres and the first in San Pedro Town to sit on more than 1,000 feet of beachfront access, Alaia Belize is a 155-unit complex operating as the first true four diamond resort on Ambergris Caye. The eco-luxury development will be the first-ever Marriott International property in the country, upholding the high-quality standards of the brand and dynamic marks of the Autograph Collection – celebrating the founder’s passion, thoughtfulness of design, inherent craft and connection with the locale. “With deep family roots in Belize and the hidden gem being my home for over 20 years, I wanted to ensure that Alaia Belize captured the lively spirit, genuine hospitality and friendliness of the destination and locals. My team and I worked closely with the Marriott International team to bring it all to fruition and allow our future guests and owners an opportunity to immerse themselves into the Belizean culture,” said Andrew Ashcroft. “No detail went unnoticed as we wanted to ensure that our travelers will be able to experience a new level of luxury on one of the world’s most photogenic yet untapped destinations. We are now ready to show the world all that Alaia Belize has to offer and take the country to new heights.” Eco-Luxury Aesthetics Situated in the historic town of San Pedro – dubbed La Isla Bonita after the 1987 Madonna’s song about the island – Alaia Belize will allow hotel guests and residential owners to intimately connect with their surroundings as it was designed to stimulate all five senses. With interiors curated by renowned Brazilian designer Debora Aguiar, the boutique resort is meant to invite guests to touch, stay and feel connected to Mother Nature, from the warm and harmonious ambiance, woven textures, natural fibers and touches of greenery. The design-forward hotel features 155 guest rooms and suites, ranging from studios to three bedrooms, with a natural color scheme to complement the stunning oceanfront views. Seamlessly blending the indoor and outdoor settings, the rooms offer an average of 1,200 square feet indoors and almost 900 square feet in open air, per unit. On the residential end, Alaia Belize is comprised of 71 stylish studios, two- and three-bedroom condominiums and eight oceanfront villas. Owners who don’t live full-time in Belize can opt their condominiums or villas into a rental program booked through Marriott International’s reservation system and allow guests to live with a backdrop of deep blue waters. With exterior designs led by International Environments, the branded development features vertical green walls, specialty textured walls and crystal-clear glass windows to not interrupt any views of the tranquil Caribbean Sea and wild tropical foliage. Autograph Collection Hotels advocates for the original, championing the individuality of each of its 200+ independent hotels located in the most desirable destinations across more than 30 countries and territories. Each hotel is a product of passion and a personal realization of its individual founder’s vision, making each hotel singular and special: Exactly Like Nothing Else. Hand-selected for their inherent craft and distinct perspectives on design and hospitality, Autograph Collection hotels offer rich immersive moments that leave a lasting imprint. First of its Kind Experiences Raising the luxury bar in Belize, hotel guests and owners will have full access to first-of-its-kind amenities in the country, including Belize’s first-ever suspended rooftop pool and lounge with 360-degree views, the only luxury resort in Belize with a dive shop that also allows guests to receive a PADI certification onsite, K’in Spa & Wellness Center, a piano bar with a self-playing baby grand piano, kids’ club, adventure concierge, swimming pools with live DJs, branded golf carts and bicycles, and a live art gallery with local weavers, woodworkers and pottery makers to create custom handicrafts for guests to take a piece of Belize home with them. Catering to foodie travelers, Alaia Belize will have endless dining and bar options with five different concepts. Sea Salt will be the crown jewel of the property with fresh catches of the day, high-quality seafood and meat with a Belizean twist. For those looking to enjoy the tropical weather and gorgeous 360-degree views of the Caribbean Sea, Alaia will have a Vista Rooftop restaurant concept with small plate offerings, such as sushi, poke bowls and conch for lunch, dinner and late nights. The beachfront hotel will also have The Deck and Beach Bar restaurant for those looking for an open-air beachside lunch or dinner with local favorite dishes, such as tacos, ceviche, burgers, fish sandwiches, wraps, salads, pizza and classic cocktails. Alaia Belize will also have a Piano Bar to offer an upscale lounge setting for breakfast, lunch, dinner and late-night with small pastries, cocktail snacks and high-end wine and cocktails offerings from Alaia’s very own mixologist. Lastly there is the The Terrace Bar for lunch and dinner with flavorful items, such as burgers, sandwiches, salads, ceviche and more. In true Belizean celebratory fashion, this area of the hotel will have a lively spirit with DJs and in-pools cabanas for a VIP experience. Un-Belize-Able Destination “My team and I had a chance to visit with Andrew Ashcroft at the Alaia Belize earlier this year, while the property was still under construction. I am pleased that the day has finally come to open the doors of this beautiful four-diamond resort on the island of Ambergris Caye. It is a great milestone for the team and the country, as it is a testament of our growth to see high-end brands like Autograph Collection from Marriott International migrating into Belize, elevating our travel scene,” said Hon. Anthony Mahler, Belize’s Minister of Tourism and Diaspora Relations. “The government is fully supportive of hotel developments and legacy projects such as Alaia Belize, and we are incredibly proud of all the positive steps the Belize tourism industry is making to restore the confidence in travel among our international visitors.” In October 2020, Belize officially reopened Philip Goldson International Airport to international visitors for leisure travel. As of January 2021, Belize moved on to Phase 4 of its reopening plan with the full reopening of the overnight tourism sector and allowing visitors to move around the country freely. In December 2020, Belize received a Safe Travel Stamp by the World Travel & Tourism Council (WTTC) in recognition of the country’s enhanced health and safety protocols. To uphold the certification, the Belize Tourism Board created the Tourism Gold Standard program to ensure that all hotels, restaurants and tour operators adapt and maintain health and safety policies, including sanitation practices, social interactions and standard operating procedures while ensuring minimal impact on the guest experience. Known as the hidden gem of Central America and Caribbean, Belize’s clear blue waters and Caribbean culture is home to endless historic offerings, a variety of adventures and a melting pot of cultures. Just moments away from Alaia, owners and visitors can experience more than 200 caves filled with several preserved Mayan Temples, including Xunantunich (the second tallest ruin in the country), lush jungles, rainforest canopies, and archaeological sites including the Actun Tunichil Muknal Cave. For those looking to take a deeper dive and explore the beauty of Belize’s natural underwater locations, Alaia is 600 meters away from the world’s second largest barrier reef and a few minutes away from the ultimate world-class and unrivaled destination – The Great Blue Hole. Ambergris Caye and Alaia Belize can be reached via Philip Goldson International Airport in Belize City. Then, travelers have to take a short 10-minute flight to San Pedro Airport or book tickets for a water taxi. Alaia Belize’s hotel concierge is available to help all guests book travel arrangements.

Create: May 8, 2021 Edit: May 8, 2021 International News

New Report Shows Value of IP to the Tourism Sector

A new report published jointly by WIPO and the World Tourism Organization (UNWTO) on the value of intellectual property in boosting tourism shows how the IP system creates a favorable ecosystem for innovation, entrepreneurship and investment in the sector. The publication, entitled “Boosting Tourism Development through Intellectual Property,” highlights good practices, features case studies and recommendations for policymakers and other tourism stakeholders on how to ensure that creativity, innovation, traditions and cultural heritage in tourism are properly protected and commercialized and that the benefits are shared by all. In a joint Foreword, WIPO Director General Daren Tang and UNWTO Secretary General Zurab Pololikashvili, predict that while the tourism sector has taken a hit during the COVID-19 pandemic, it will recover and “contribute to reigniting hard-hit economies and societies thanks to its capacity to adapt to changes and offer innovative solutions to new challenges.” “In this context, IP rights are powerful tools that can be used to boost tourism development and competitiveness. The IP system is designed to promote creativity and innovation and support efforts by individuals, businesses and other actors to differentiate themselves and their products and services in the marketplace, whether through trademarks, geographical indications, copyrights or patents,” they added. The publication provides practical guidance for non-IP specialists on how to include IP in tourism product development – from destination branding to tourism policies. It shows how different IP rights can be leveraged to raise funds. And it showcases successful experiences and demonstrates how stakeholders around the globe are using IP rights to add value to tourism services and products, as well as to protect and promote local knowledge, traditions and cultural heritage. Through examples of producing cheese, tea, pepper, wine or other products, the publication shows how geographical indications and appellations of origin can be used to support the growth of rural tourism and provide benefits to local communities. To leverage the full potential of the IP system, the report recommends inclusion of IP strategies in national tourism plans and tourism policy strategy for regional and local destinations. Not only does good IP knowledge and management help to make use of the protected intangibles, but it also attracts investments and leverages fundraising opportunities. Finally, tourism authorities are encouraged to raise awareness among tourism and destinations stakeholders on the importance of appropriate IP knowledge and management to foster the sector’s growth in these challenging times.

Create: May 8, 2021 Edit: May 8, 2021 International News

Tehran, Rome discuss ways to expand tourism

Iranian Cultural Heritage, Tourism, and Handicrafts Minister Ali-Asghar Mounesan and Giuseppe Perrone, the Italian Ambassador to Iran, discussed ways to expand tourism and cultural ties on Monday. Iran’s tourism sector achieved growth despite the adverse effects of the U.S. sanctions and the country tried to minimize the effects of the sanctions, Mounesan said. Given the positive trend of the ongoing negotiations, good opportunities will be provided to strengthen Iran’s cooperation with various countries, he added. The minister also announced Iran’s readiness to hold a joint handicrafts exhibition in Iran and Italy. Perrone, for his part, said that Iran enjoys enormous tourist attractions, which could be a good opportunity for tourism prosperity and cultural cooperation with different countries. Pointing to the joint archeological projects, carried out by Iranian ad Italian experts over the past decades, he asked for more strong cooperation in this field. In 2019, the two nations celebrated 60 years of joint missions in the field of archaeology. Tehran and Rome have enhanced cooperation over the past couple of decades, with the arenas of archaeology and cultural heritage at the topmost level. In an exclusive interview with the Tehran Times in August 2020, Perrone said: “Archaeology is certainly an area for us that is extremely important because it tells the world how our countries are heirs to ancient civilizations and this extremely important because it is part of identity, it’s part of who we are, and it helps us to better connect with one another.” “And I think because our cultural ties are so deep and so complete in every area, that we do have a responsibility to showcase this richness and to tell people the story of this important connection that has always existed between Italy and Iran in different areas so we look forward to our future projects which are going to be quite amazing,” he stated. Tens of Italian archaeologists have worked with their Iranian fellows to ace important discoveries. Their cooperation can be classified into four major lines of Joint mission in Fars province, Archaeological project in Shahr-e-Soukhteh, Sapienza University in Kermanshah project, and Expedition in Khuzestan.

Create: May 4, 2021 Edit: May 4, 2021 Regional News