Quantcast
Channel: Hotel-Online
Viewing all 11965 articles
Browse latest View live

Radisson Blu Brand to Debut in Uganda & Ghana with Q4 2016 & 2017 Openings

0
0

The 195-key Radisson Blu Hotel, Kampala in Uganda and the 207-key Radisson Blu Hotel Accra Airport, The Exchange in Ghana

Brussels/Addis Ababa (October 2, 2014) - Carlson Rezidor, one of the largest and most dynamic hotel groups worldwide, extends their African network and adds two new countries to their growing portfolio: Uganda and Ghana. The Radisson Blu Hotel, Kampala - Carlson Rezidor’s first property in Uganda - will feature 195 keys. It will be located in Kampala’s prime business district and open in Q4 2016. The Radisson Blu Hotel Accra Airport, The Exchange in Ghana will comprise 207 keys and welcome the first guests in 2017.

“We are delighted to arrive in Uganda. Tourism is one of the country’s fastest developing sectors, and Uganda is also becoming an important market for foreign investment due to its rich oil reserves”, said Wolfgang M. Neumann, President & CEO of Rezidor, at the African Hotel Investment Forum in Addis Ababa (Ethiopia). “Our arrival in Ghana supports our strategic growth in West Africa - a resource-rich and fast growing region with considerable potential for our core brand Radisson Blu”, added Neumann.

Carlson Rezidor further strengthens their leading position on the African hospitality market: With 30 hotels under development, the group holds the largest pipeline on the continent (source: W Hospitality Group, Hotel Chain Development Pipelines in Africa 2014). Besides Radisson Blu in the upper upscale segment, Carlson Rezidor develops and operates Park Inn by Radisson in the full service mid-market segment. In early 2014, the group also launched two new brands: Radisson Red for the lifestyle select segment and the Quorvus Collection for the luxury market.

“We are committed to the African continent. We aim to establish Radisson Blu as the leading upper upscale brand in the region - present in capital cities and financial & economic hubs - and to pursue the scaled growth of Park Inn by Radisson in high potential primary and secondary destinations,” explained Neumann. “Quorvus Collection and Radisson Red will offer additional potential to accelerate our growth in the region and to cover all market segments.” Neumann stressed that “our goal is always to form part of the local communities, blend and engage with the societies of the markets which we enter’‘.

“Africa is one of our most important markets for growth. We believe in the great potential of this continent and are committed to becoming a key player in the travel and tourism sector across the continent,” added Elie Younes, Senior Vice President & Head of Group Development of Rezidor. The group’s overall development strategy is built on a proactive asset-light growth with a considerable focus on emerging markets.

“Africa offers excellent opportunities due to its huge natural resources and workforces, improved infrastructure, and a growing middle class. We want to grow further on the continent together with our existing and new partners through transparent and responsible long-term business relationships. We also want to be a leading employer in Africa. By creating new jobs for local talent and by contributing to the communities where we operate in, we can make a huge difference”, said Younes.

Carlson Rezidor opened their first hotel in Africa in 2000, the Radisson Blu Waterfront Hotel, Cape Town (South Africa). Since then, the group has built up an impressive network of 51 hotels and 11,500 rooms in 21 countries in Africa, and has a Regional Office in South Africa. Recent flagship openings of the group include the Radisson Blu Hotel, Maputo (Mozambique), the Radisson Blu Hotel, Lusaka (Zambia) and the Park Inn by Radisson Foreshore Hotel Cape Town (South Africa). Future openings include Radisson Blu and Park Inn by Radisson hotels in Nairobi (Kenya), Kigali (Rwanda) and Cape Town (South Africa).  


The 400-room Hotel Nikko Guangzhou to Open in November 2014 in China’s Guangdong Province

0
0

October 02, 2014 - TOKYO - Nikko Hotels International, JAL Hotels Co., Ltd.’s international luxury hotel group, announced that in November it will open Hotel Nikko Guangzhou, its new luxury hotel in Guangzhou, the capital city of China’s Guangdong Province. The hotel will be the ninth Nikko Hotels International property in China. 

Hotel Nikko Guangzhou is located in the Software Park of the Guangzhou Tianhe Intelligence City in the city’s Tianhe District. With easy access to Guangzhou Science City, one of China’s leading technology centers, it will be an ideal base for business travelers. It is a 20-minute drive to the Guangzhou International Exhibition Center where the Guangzhou Fair, China’s biggest trade fair, is held every year; a 10-minute drive to the Guangzhou Olympic Center; and a 50-minute drive to Guangzhou Baiyun International Airport. 

 

The brand new 15-story building will offer 400 guest rooms, including multiple types of suites and an apartment. Facilities will include banquet rooms; business center; spa and fitness club; and six dining facilities, including elegant Japanese and Chinese eateries. The all-day dining restaurant and some guest rooms opened on September 25th. 

 

Guangzhou is China’s third largest city after Beijing and Shanghai, and its southern manufacturing hub, site of numerous major international companies. Hotel Nikko Guangzhou will cater to both business and leisure clientele. The city’s many attractions include Guangzhou’s historical sites, such as Temple of the Six Banyan Trees, a sixth-century pagoda; Shamian Island on the Pearl River, with splendid European architecture; and the second-century-B.C. tomb of the Han Dynasty Nanyue King, discovered/excavated in the 1980s. 

 

The hotel currently offers a special opening package through December 31, 2014. More information and reservations are available at http://www.nikkogz.com/offers-en.html

 

HeBS Digital Raises Hoteliers above the Competition with the “Gain an Unfair Advantage” Package

0
0

HeBS Digital, the industry’s leading digital technology, full-service hotel digital marketing, website design and direct online channel consulting firm based in New York City, is now supplying their clients an upper hand in digital marketing with their “Gain an Unfair Advantage” package, featuring savings on products to get hoteliers ahead of their competition.

 

NEW YORK, NY October 2, 2014 - HeBS Digital, the leading digital marketing agency in hospitality, is pleased to introduce the “Gain an Unfair Advantage” package. Combining HeBS Digital’s most innovative and revenue-generating products, this package is designed to boost hoteliers ahead of their competitors with 20% off responsive website design, an action plan to drive higher revenues, and more.

The “Gain an Unfair Advantage” package includes:

  • 20% off Responsive/Adaptive Website Design for Desktop, Mobile & Tablet
  • 2015 Digital Marketing Budget Recommendations
  • Action Plan to Drive Higher Revenues on Your Property Website Prepared by Our Dream Team of Hospitality Consultants

 

 

“The hotel digital landscape is extremely overwhelming and is evolving at a lightning-fast speed. With over half of all hotel transactions made online, hoteliers have no choice but to ensure their online presence is ahead of the curve,” said Max Starkov, President & CEO of HeBS Digital. “With the ‘Gain an Unfair Advantage’ package, we give hotels, resorts, and casinos everything they need to leave the competitors in the dust and come out ahead in 2015.”

 

To learn more information about the “Gain an Unfair Advantage” package, visit www.hebsdigital.com.

 

Shanghai Second Polytechnic University Queensland College Using Newmarket Solutions

0
0

Providing Practical Experience in Education

October 2, 2014 - Portsmouth, NH - Newmarket® International, Inc. (“Newmarket”), an Amadeus company, today announced that Shanghai Second Polytechnic University Queensland College (“Queensland College”) will feature Newmarket technology solutions for group sales and catering courses to help improve the competitive advantage for students in the hospitality industry. Queensland College is the first university in mainland China to strategically implement Newmarket solutions for sales and catering experience in an educational program.

Queensland College was established under a co-education agreement signed in 1999 between the Shanghai and Queensland governments. By taking advantage of TAFE from Australia, Queensland College built a professional curriculum that enables students to improve their abilities and meet industry requirements. Students are expected to have bilingual proficiency and must demonstrate both professional and business skills. There are currently more than 800 students enrolled, studying under six diploma programs including International Business, Business English, Event Management, Hospitality Management, Mechanical Engineering, and Information Technology.

Hospitality technology is always evolving, so education at the college has to change accordingly to enable students to learn not only basic theoretical knowledge but also practical skills,” said Mr. Raymond Duanmu, Director of the Hotel Management Department at Queensland College. “As a leading technology provider in hospitality, Newmarket has established many long term relationships with prominent world class hotel groups. By integrating Newmarket solutions into our daily course curriculum, we can provide a more powerful ‘hands on’ education that will bring more qualified talent to the industry.”

“By partnering with Newmarket, students at Queensland College benefit from the practical application of current, industry-leading group sales and catering tools within their educational courses,” said Jeff Hiscox, President and CEO of Newmarket. “Since Newmarket solutions are constantly growing and evolving, we are proud that they contribute to the higher education and successful career advancement of these future industry leaders.”

 

Leonardo Hotels Opens the 308-room Leonardo Hotel Berlin Mitte in Germany

0
0

Berlin, October 2, 2014 - With its exclusive position in the historical Bertolt Brecht Platz, not far from the famous Friedrichstrase and the banks of the river Spree, the newest addition to the Leonardo Hotels chain is set right in the heart of Berlin.

The design concept of the hotel, by interior designer Andreas Neudahm, takes the exciting history of the area into consideration. The interior designer has combined elements of the modern, colourful metropolis of Berlin with cleverly designed supplementary elements that are related to the location, for example, motifs of the Variete Dancers. Neudahm explains: “The moment they enter the lobby, the guests should feel the pulse of this exciting location.” In 1868, Berlinfs first market hall was built here. Later, a circus which seated 5000 guests was housed in the building. Then followed the Groƒes Schauspielhaus and the old Friedrichstadt-Palast also has its roots here.

 

The 4-Star Hotel Garni offers 308 comfortable rooms, a luxurious and spacious 85m2 loft suite and two conference rooms with modern design for up to 60 delegates. The small, elegant “Feel Good Area” welcomes guests with a sauna, a steam bath, several exercise machines and a comfortable relaxation area. All the rooms have coffee and tea stations, air-conditioning, flat screen TV, a mini bar, free WiFi and a safe. The rooms on the sixth to the ninth floors all have terraces from which guests can enjoy the impressive view of Berlin. The “Brecht” Lounge is on the eighth floor - this is a luxurious business lounge for special events, and also boasts a view of the city. The focal point, and therefore the centrepiece of the hotel are the lobby, the adjoining “Circus Bar” and the “Bertolt breakfast restaurant”.

 

The Leonardo Hotel Berlin Mitte is the fast-expanding Leonardo Hotels chainfs sixth hotel in the capital city. Besides the premium hotel in Alexanderplatz - the Leonardo Royal Hotel Berlin Alexanderplatz - the hotel group, with a total of 1,221 rooms in Berlin, also runs the Leonardo Hotel Berlin, the Leonardo Hotel Berlin City West, the Leonardo Airport Hotel Berlin Brandenburg and the Leonardo Hotel Berlin City South.

 

How Hotels are Combatting Shrinking Booking Lead Times with nSight Travel Intelligence

0
0

Forward-looking analytics enable hotel revenue managers to manage by need period, marketers to segment by arrival date

NASHVILLE, TN - October 2, 2014 - Although lead time averages differ based on season, destination and source market, booking lead times or “book to stay” windows continue to get shorter. These shorter booking lead times, especially in the off-season, cause more uncertainty in forecasting for revenue managers. One way hotels can get ahead of this trend is to understand the consumer behaviors and travel intent behind the forward-looking analytics of lead time, and in particular the consumer search-to-book window.

The search-to-book window is the length of time from the first online search until the hotel booking. While the book-to-stay window, which is the time from booking until the guest arrives in market, is easy to measure using booking engine data, it’s the search-to-book or “marketing” window that’s hard to get a handle on. Plus, with the proliferation of online resources and new travel sites coming online every day, the search process could actually be getting longer and more complex than the industry first realized. According to a 2013 study by Expedia Media Solutions and Millward Brown Digital, the number of websites visited escalates as a leisure consumer gets closer to booking, visiting up to 38 sites in the 45 days leading up to booking. By understanding this timing, hotel marketers have greater insight into consumer behavior and potential for incremental bookings.

Aggregating 80 million looks and books daily from more than 5,000 travel websites worldwide, nSight measures the active travel consumer purchase process including the search-to-book window, comparing its key metrics across competitor hotels and destinations. 

Based on consumer hotel search data across third-party websites from nSight, the average search-to-book window for a U.S. leisure hotel stay in October is 21 days, with a range of 11 to 26 days for forward-looking demand based on the region. This marketing window is the best opportunity for hotels to market to a specific geography or demographic to influence a consumer’s hotel booking decision. For October, the Plains region has the shortest average search-to-book time at 11.1 days, which is likely due to lower demand for this area in off season. As a high demand market, the Southeast experiences the longest search time for October, 23.8 days, likely driven by popular warm weather destinations on the east coast. 

Here’s a look at how search-to-book times differ by region across the U.S. for October 2014:

U.S. Average Search to Book By Region

Source: nSight database of aggregated searches across third-party travel websites for U.S. accommodations in October 2014 as of 9/30/14.


Turning Lead Time into Market Segmentation

Hotels can leverage lead-time intelligence to segment consumers based on target arrival dates. Hotel marketers are able to stagger campaigns to different markets/demographic combinations and search-to-book windows to get guests in market for the desired dates. For example, if a hotel has a need period in 45 days, the first campaign wave could target Baby Boomers in New York with 30-day lead times while the second wave aims at Millennials in Baltimore with 21-day lead times. 

nSight’s forward-looking reporting provides a simple color-coded calendar view of future demand and bookings, identifying dates when a property is under- or over-performing.  Take action steps explain how to fill demand gaps by identifying geographic markets and personas with lead times within 30- and 60-day need periods. 

“nSight changes a hotel’s point of view by providing a totally new perspective into the future,” said nSight Founder Rich Maradik. “We can identify and target consumers by source city, demographic and now total lead time - matching consumers search and booking behavior with a hotel’s need periods. Hotel revenue managers can actually drive campaigns that align markets and personas with target arrival dates. It’s redefining hotel marketing strategy.”

nSight is an interactive SaaS-based BI application that benchmarks a hotel’s performance on third-party websites worldwide against competing hotels/resorts for the past year or up to 90 days into the future. Its forward-looking business intelligence enables a hotel to focus on online shoppers most likely to book within the next 30-60 days. 

Hotel users apply this future intelligence to improve decision making, optimize rate, increase online bookings and grow share over local competitors. 

Hoteliers can see live forward-looking shopping data for benchmarking, revenue management and digital marketing by contacting info@nsightfortravel.com.

Tourism Tidbits - The Importance of the Religious Tourism Market

0
0

by Dr. Peter Tarlow

Religious tourism is one of the earliest forms of tourism. The idea of the religious pilgrimage begins almost with the dawn of humanity.  Almost since the dawn of history human beings have traveled to holy sites.  By the Biblical period important religious centers had become not only a part of the cultural landscape, but they also had become major players in local marketing and important parts of the economy of those cities that hosted religious centers.  In the western world, cities such as Jerusalem, Rome and Mecca continue to attract millions of visitors on a yearly basis. Religious-oriented travel then has occurred since the first pilgrimages.  In recent years, however, religious travel and tourism has developed into a much larger and more segmented market. Today’s religious travel includes multiple sub-niches that range from the luxury pilgrimage market to backpacking and from religious institutional travel to volunteer-oriented experiences meant to help those in some form of need.

When thinking of religious tourism most communities tend to believe that this form of tourism does not apply to their locale, unless they are a major pilgrimage destination.  Religious tourism, however, is not only destination oriented. It can also imply attracting large segments of the market. 

Religious tourism is not only a visitation to a particular holy destination, but may also be travel for a humanitarian cause, for reasons of friendship or even as a form of leisure.  Religious travel can be the primary reason for a trip but it can also be part of a trip and provide a destination with additional attractions.  A common mistake is assuming that a traveler must be of a particular religion in order to visit a specific religious site. For example, although the Vatican holds special meaning for followers of the Catholic faith, millions of non-Catholics also visit the Vatican both for its spirituality and for its architectural beauty.  The island of Curaçao is home to the Western Hemisphere’s oldest synagogue and this synagogue is not only a national monument for Curaçao but also one of its major tourism attractions both for Jews and non-Jews alike. 

Here are a few major things to consider regarding religious tourism and travel

- Do not assume that faith based tourism is only for one segment of the market. Faith based travel cuts across all ages and economic sectors.  In fact, Faith based tourism, although often dominated by group or affinity groups is also gaining ground among the individual leisure travel.   Especially among young people (who compose about one third of the faith-based visitors) there is a great number of people who seek spiritual aspects to their vacations. Think through what areas of your community offer a chance to increase self-awareness or spirituality.  Because religious institutions often travel as groups, they are often able to offer less expensive packages for their constituents. 

- The religious and faith based market has the advantage of appealing to people from around the world, of all ages and of all nationalities.  Tourism and travel professionals should be aware that this market might well double by the year 2020.  To add to this number many faith-based travelers prefer to travel in groups rather than as individuals.

- Religious tourism is big business.  It is estimated that in the US alone some 25% of the traveling public is interested in faith-based tourism. When one adds to this the number of people who travel for faith-based conventions, and faith based activities such as weddings, bar mitzvahs or funerals, the number become extraordinarily large. World Religious Travel is one of the fastest growing segments in travel today. Religious travel is estimated at a value of US$18 billion and 300 million travelers strong.

- Be aware that in unstable economic times religious travel is often less prone to economic ups and downs.  Because faith-based travelers are committed travelers they tend to save for these religious or spiritual experiences and travel despite the state of the economy.   Faith travelers tend to have different motives for travel then do travelers for other reasons.  For example, the faith-based traveler often travels as part of a religious obligation, to fulfill a spiritual mission or to show support for a particular cause.  During economically difficult times faith-based travel can provide a steady flow of income to a local tourism economy.

- Although any tourism professionals should be able to handle this market those who have an appreciation of religion and spirituality tend to do best with travelers in this market.  It is essential to be sensitve to the great variety of special travel needs within this market.  Among the things to consider are types of food served, types of music played and when activities take place.  Be aware of religious calendars and specific travel prohibition days such as fast days. As in other forms of tourism it is essential to know your market. For example, airlines that do not offer vegetarian meals may loose a portion of the faith-based market whose religion has specific food restrictions.

- Connect your local secondary industries with your faith-based tourism.  All too often the spirituality that visitors seek is lost at the level of supporting industries.  During faith based tourism periods it is essential that hotels and restaurants connect with the arts and cultural communities to develop an overall faith based product rather than a mishmash of unrelated offerings.

-  Although Israel is the number one preference of western faith-based travelers followed by Italy and then England, faith-based tourism can exist almost anywhere.  There is no doubt that it helps to have a major religious center, such as Jerusalem, Mecca, or Rome most locales will never have such holy sites.  Lack of a religious center does not mean however that a location cannot develop faith-based tourism.  Florida has created its own Bible land, and multiple cities around the world have found ways to incorporate religious holidays into their tourism product.

- Even smaller tourism locations ought to consider dedicating at least some time to developing local faith-based tourism.  Often tourism professionals have little or nothing to do with the faith-based community other than knowing their own religion’s leader(s).  Take the time to meet with local religious leadership, ask them if they attract visitors for family events, religious retreats, or faith-based study.  Often these people feel disconnected from the tourism community and have a great deal of both marketing knowledge and expertise to share.  While working with these religious leaders see if you can develop a joint business plan and never forget to ask them how you as a travel or tourism professional can be of help to each one of them.

- Be aware of new and exciting resources.  For examples the website www.grouple.com has a whole section dedicated to religious travel. Major religious institutions also maintain travel centers for people of their faith.

The religious travel boom now also means it is easier for tourists to research their trips and find a vacation suited to their exact needs. Thus promote your faith based local companies. For example list locations where kosher food is available, where travelers can find Christian music and how travelers can visit local houses of worship, many of which are great places to see special works of art or to learn about the local culture.

Greater Cincinnati Green Business Council Shines Light on 8 Easy Energy Saving Strategies

0
0

Tips for National Energy Action Month to help businesses reduce costs

CINCINNATI - [Oct. 2, 2014] - With colder weather right around the corner, it’s a good time to look at energy consumption in your business and make changes to reduce energy use. In honor of National Energy Action Month in October, the Greater Cincinnati Green Business Council (GCGBC) has announced eight energy-saving strategies for the workplace, including some that can start saving your business money today.

“Organizations often overlook simple changes they can make to save money today and into the future,” said Jeremy Chapman, General Manager, Melink.  “But the benefits go beyond cost savings to include reducing the environmental impact of your business which can help increase employee engagement and customer loyalty.” 

 

The Council’s tips for conserving energy include: 

 

1. Install, set up, and properly use a programmable thermostat.

Programmable thermostats allow organizations to conserve energy during unoccupied times, but it is important that they be set up and used properly. Be sure to program set points, generally 68-70 degrees for heating and 74-76 degrees for cooling, that allow you to reduce energy use when your business is closed but be comfortable by the time you re-open.  

 

2. Implement lighting changes.

Replace incandescent lights with compact fluorescent bulbs (CFLs) and LEDs, especially for exit signage. Ask employees to think about whether turning on the light is even necessary. Install “occupant sensors” to automatically turn lights off when no one is present and sensors that adjust interior lighting when natural light is bright. Contact your utility provider for rebates and technical assistance to evaluate existing lighting and upgrade options.

 

3. Turn off computers and unplug “vampire” loads at the end of the day

Ask employees to turn off computers, printers and copiers in the office at the end of the day to cut down on energy consumption. If possible, electronics should also be unplugged to further conserve energy. This is easier when equipment is on power strips that can be turned off at the end of the day.

 

4. Form an employee energy/green team.

Employee buy-in and communication is essential for successfully implementing changes within the facility. Energy teams are responsible for creating, delivering and tracking the progress of energy efficiency initiatives, as well as encouraging participation from colleagues. 

 

5. Check interiors and exteriors for damage.

Conduct regular walkthroughs and audits of the building to identify insulation issues with the roof, walls, ceilings, doors and windows/skylights. Cracks, gaps and worn seals let air infiltrate the building, driving excessive energy costs.

 

6. Identify and replace underperforming equipment.

When equipment, such as an HVAC unit, doesn’t perform efficiently, energy is wasted. An energy audit can help pinpoint underperforming equipment that should be replaced. Switch to ENERGY STAR® models if possible as these are certified to provide savings.

 

7. Benchmark the energy performance of your building and pursue ENERGY STAR Certification.

Download the GCGBC’s Energy Benchmarking Toolkit to learn about the free tools that are available to help you determine the energy efficiency of your building and find incentives for making improvements. If your building is a good performer, it might qualify for ENERGY STAR Certification.

 

8. Join or start a local green business council.

Green business councils allow companies to identify sustainability strategies, such as reducing energy use, within their organizations and in the community. This forum also lets organizations share success stories and identify opportunities for maximizing resources.

 

For more information on the Green Business Council or to download the Energy Benchmarking Toolkit, please visit www.gcgbc.org.

 


Pittsburgh’s Political Leaders to Again Resurrect Possibility of Hotel Next to Convention Center

0
0

Oct. 03—It’s becoming the Lazarus of Downtown projects.

Left for dead a year ago, and several times before that, a plan to build a 500-room hotel attached to the David L. Lawrence Convention Center is being resurrected by top political leaders.

Mayor Bill Peduto said Thursday that he and Allegheny County Executive Rich Fitzgerald have asked the Sports & Exhibition Authority to gauge the interest in and to study the feasibility of the proposed hotel, which would be built in a parking lot next to the convention center.

The full-service hotel, Mr. Peduto said, always was meant to be “the final part” of the convention center and to serve as its front entrance. “The building’s never been completed,” he said. “The hotel was supposed to be done.”

If the SEA finds interest in the project, it could lead to a formal request for proposals from developers, although Mr. Peduto stressed that isn’t close to happening yet.

The proposed hotel, which has been on the drawing board for more than a decade, has been in limbo for some time. It would supplement the existing 616-room Westin Convention Center Hotel located next to the convention center and connected by a sky bridge.

Three hotel companies, including Hyatt Hotels Corp. of Chicago and Omni Hotels & Resorts of Irving, Texas, were finalists in a request for proposals for the hotel put out by the SEA in 2010.

But no deal was reached, in part because of the lack of public subsidies for the project. Forest City Enterprises originally was selected to build the hotel in 2003 but never got it off the ground—even with the help of $34 million in state funding, money that has since been reallocated for other projects.

In the last request for proposals, developers wanted public help totaling more than $50 million, said state Sen. Wayne Fontana, chairman of the SEA board. As construction costs go up, full-service hotels are becoming very expensive to build, he said.

But Mr. Peduto believes it may be time to try again.

“It’s much more different than it was several years ago. We just landed the National League of Cities conference. We’re looking at trying to pick up the women’s Final Four in basketball. It’s really a seller’s market. I meet on a weekly basis with national planners who are looking at Pittsburgh,” he said.

“Our tourist industry is growing, but at the same time so is our economy and people are coming to Pittsburgh and looking for spaces.”

Mr. Fitzgerald could not be reached for comment.

The plan is being resurrected amid a hotel boom Downtown. A 225-room Embassy Suites Hotel is being built on the top 10 floors of the Henry W. Oliver Building on Smithfield Street, a 248-room Hotel Monaco is close to opening in the former James Reed Building on Sixth Avenue, and a Drury Inn and Suites is being built in the former Federal Reserve Building on Grant Street.

Nonetheless, Mr. Peduto believes there’s room for more.

“We don’t have over-capacity in our hotels, but we certainly have area for growth within our hotels. Even our major hotels that have been part of Downtown for years are looking at upgrading and expanding,” he said.

Mr. Fontana said one of the problems with the convention center hotel in the past was that developers tried to reduce the number of rooms to cut the cost. But if the hotel doesn’t have at least 500 rooms, “it’s not worth doing. That’s part of the balance you have to try to figure out,” he said.

Despite the problems, it may be worth taking another look at the hotel, Mr. Fontana said. With Pittsburgh growing and other hotels being proposed, developers may be willing to try it without much in the way of public subsidies, he said.

“I think it’s probably worth taking a shot. I think attitudes have changed. Pittsburgh’s hot right now, and I think that’s why [Mr. Peduto and Mr. Fitzgerald] are thinking about doing it,” he said. “You don’t know until you try. I guess that’s my philosophy.”

Asked about possible subsidies for the development, the mayor replied, “I wouldn’t speculate on that until we had an opportunity to have the SEA give us some feasibility with it. Then there’s really a due diligence to go fishing and see what’s out there and then we can go from that point.”

Local tourism group VisitPittsburgh long has championed a new hotel attached to the convention center, arguing that it’s a key weapon in competing for convention business, particularly when other cities such as Cleveland and Boston are adding large hotels.

The interest in the project comes at the same time that local political and foundation leaders also are exploring the possibility of adding a hotel to the August Wilson Center for African American Culture a block away as a means of generating revenue to sustain the arts facility in the future.

New York developer 980 Liberty Partners had proposed erecting a 200-room luxury hotel above the center as part of a $9.5 million bid to buy the building to satisfy a delinquent mortgage and other debts. But it backed out in the settlement reached this week under which three local foundations, aided by the city and the county, will buy the building for $8.49 million and keep it as an African-American arts and culture center.

Mark Belko: mbelko@post-gazette.com or 412-263-1262.

Legal Troubles Mushroom for Orlando Hotelier Nik Patel

0
0

Oct. 03—Legal troubles mushroomed this week for Orlando businessman Nik Patel, who had gained prominence during the past two years renovating Central Florida hotels.

Patel, 30, was arrested Tuesday on federal allegations of fraudulently selling $150 million in loans to Milwaukee-based finance company Pennant Management.

That company also has filed a civil suit against Patel for $72.8 million. A federal judge has placed an injunction on Patel’s U.S. assets—which include his $4 million Windermere home, bank accounts, hotels and vacant property.

A former banker, Patel has several companies. One of them—First Farmers Financial—is an approved USDA lender. The civil and criminal cases accuse Patel of fabricating documents to make people believe that some loans he was selling were backed by the U.S. Department of Agriculture when they weren’t.

Patel’s attorney Mark NeJame has denied the allegations. Patel is free on a $100,000 bond.

Just a few weeks ago, Patel was busy opening a newly renovated DoubleTree by Hilton hotel near the University of Central Florida. His hotel company, Alena Hospitality, also is renovating the downtown Orlando Marriott.

“I was very surprised to hear that he was arrested,” said Tino Patel, president of the Indian American Chamber of Commerce, who is not related to Nik. “He was always a perfect gentleman. I saw him a few weeks ago, and he was happy and shaking hands. It seemed like business as usual.”

In its lawsuit, Pennant Management accuses Nik Patel of using funds from fraudulent loan sales to buy real estate and fund a “lavish lifestyle.”

“I didn’t see a lavish lifestyle,” said Tino Patel. “A $4 million home is nothing to a successful businessman. There are a lot of successful businessmen in Central Florida. Everyone has an ambition in their life to own a home.”

Patel’s influence had grown steadily this past year. He hosted Gov. Rick Scott for a campaign fundraiser at his home in April, and he is a prominent member of the IACC.

An April 30 post on Patel’s company Facebook page shows a photo of Scott standing next to Patel. The post thanks people for coming to the party. The party lasted about three hours, said Craig Kaye of Orlando, who attended.

“Scott only spoke briefly and was gone after a half-hour,” Kaye said. “Most of the people at the home were from the Indian-American business community, like me.”

Scott’s campaign spokesman did not respond to requests for a comment about the fundraiser and $2,800 that Patel had donated to Scott’s campaign.

State records show Patel also donated $100,000 to the Republican Party of Florida in April. He donated an additional $5,000 to an electioneering-communications organization called Progress & Prosperity for Orange County and $25,000 to Securing Orange County’s Future, a PAC set up to support Orange County mayoral candidate Val Demings before she left the race.

The Pennant lawsuit, in Chicago federal court, alleges that Patel owes Pennant $22.8 million in connection with the fraudulent loans, and seeks an additional $50 million in punitive damages. Pennant purchased loans from Patel in a series of complex transactions that involved loan servicing. Pennant alleges that Patel was supposed to buy the loans back from Pennant after a period of time.

The USDA backs various types of loans for economic development, which can mean better financing and interest rates. Although Patel’s First Farmers Financial company was an approved USDA loan provider, the lawsuits claim the loan deals with Pennant were not backed by the USDA.

U.S District Judge Sara Ellis signed an injunction in Chicago on Monday ordering Patel not to sell assets or move money out of accounts held in several banks. Pennant also filed notices of claims on seven properties in Orange County owned by Patel or his companies and wife, Trisha Patel.

Those properties include the Windermere home, the DoubleTree hotel that just opened and the Marriott hotel in downtown Orlando near the Bob Carr Theater.

Patel paid $14 million for the downtown hotel, which was slated to become the Renaissance Orlando with a $17 million renovation.

As his hotel business grew, the Orlando Sentinel interviewed Patel about his career in July.

When asked about inaccurate information in biographies on his website, Patel said he didn’t write them. The bios said he was a graduate of UCF when he had only attended classes there, and that he was a part-owner of the Memphis Grizzlies. The Grizzlies said they had no knowledge of him as an investor or owner. His biographies were later changed to delete both claims.

Tino Patel said he also attended the Rick Scott fundraiser at Nik Patel’s home.

“I didn’t donate,” Tino Patel said. “Nothing about Nik Patel seemed suspicious to me.”

pbrinkmann@tribune.com or 407-420-5660

Another New Hotel for PA’s Wilkes-Barre & Plains Townships at Bear Creek Common?

0
0

Oct. 03—A booming hotel area in Wilkes-Barre and Plains townships could get one more.

Bethlehem developer Joseph Posh is seeking approval from Plains Township commissioners and the Wilkes-Barre Township Zoning Hearing Board to construct a four-story hotel with 124 rooms at Bear Creek Commons.

Posh would not disclose what the hotel will be, saying the franchise agreement is not done.

He plans improvements on 72,000 square feet on the southeastern corner of Mundy Street and Bear Creek Boulevard, which runs through Wilkes-Barre and Plains townships.

Plains Township Commissioners will hold a public meeting Monday at 7 p.m. at the Fox Hill Firehouse Building to hear testimony and public input concerning Posh’s request for a conditional use application. Action on his application will be considered at the regular public meeting on Oct. 9.

The Wilkes-Barre Township Zoning Hearing Board will hold a hearing on Oct. 14 at 6 p.m. on Posh’s request for a height and buffer zone variance to construct the hotel.

Over the last few years, other recent hotel developments included Mohegan Sun at Pocono Downs’ construction of a $50 million, seven-story hotel with 238 rooms and recent additions of a Microtel Inn & Suites in Plains Township and Courtyard by Marriott and Motel 6 in Wilkes-Barre Township. In all, 62 hotels are located in Luzerne County, according to the Luzerne County Treasurer’s office.

Posh, however, said the hotel at Bear Creek Commons would be a “different kind of product.”

“We won’t be competing directly with any of them,” he said.

The hotel would be located behind Longhorn Steakhouse.

Buffalo Wild Wings, Moe’s Southwest Grill and Hoopla! Frozen Yogurt should open in Bear Creek Commons in November, Posh said. Jersey Mike’s Subs also is planned. Posh is currently on working on leasing the remaining 4,000 square feet.

dallabaugh@citizensvoice.com

570-821-2115

Africa Offers Diverse Opportunities in Trade & Tourism say Delegates of Investment Conference

0
0

Oct. 03—Delegates highlighted the areas of focus for the future of business in Africa; mainly connectivity, infrastructure, education and macro-economic policy challenges.

Dubai: Tourism and trade topics were the key discussions on the second day of the forum in Dubai on Thursday and speakers highlighted challenges and opportunities in Africa.

The forum also focused on a series of discussions about the immense and diverse opportunities that the African continent provides. Delegates highlighted the areas of focus for the future of business in Africa; mainly connectivity, infrastructure, education and macro-economic policy challenges.

The second day of the forum debuted with heated topics focusing on connectivity in the context of tourism, multinationals and trade.

Sir Tim Clark, president of Emirates airline, led the conversation on “Connectivity and Trade” discussing the contributions of Emirates airline in Dubai’s role as a hub to Africa. He said: “Dubai was amongst the first to recognise all that South Africa has to offer and moved quickly to set up operations into the country. What may have seemed like a risky move at the time, has paid immense dividends with time and is testament to the strategy that has made Dubai one of the fastest growing markets, soon to be the single biggest hub on earth.”

“Capturing the Potential of African Tourism” was the first session on the second day in conversation with Tom Barrack, Founder, Chairman and CEO of Colony Capital, who commented on Africa’s tourism industry and his perception on future investments in the sector. He explained: “Growth in Africa is only limited by what we can define and what public-private partnerships can drive. Africa can jump start 100 years of development, however the enormity of bureaucracy and red tape for businesses entering Africa are its biggest restriction factors. Privatisation and building relationships with strong local partners are the way forward to help overcome the bureaucratic barriers of development and encourage overall business growth.”

“Having a strong brand is also another important step to consider alongside investment in education and power in Africa. Countries should take a look at Dubai, which has all the central ingredients for growth, including tourism, transparency, capital, transport system, and infrastructure.”

Providing insights on the new generation of African companies was Mohammed Dewji, Group CEO of Mohammed Enterprises Tanzania. In the session titled “Africa’s New Multinationals”, Dewji commented: “Bureaucracy is a big problem that needs to be addressed in Africa and there is a strong political will to do so.”

Vimal Shah, CEO of Bidco Group, further offered insights on the competitive advantage of local companies, and added: “Private equity funds or foreign investors come to Africa with a harvester mentality, that is a short term attitude. To come to Africa, you have to come with a planter mentality, looking at a 10 year time frame minimum, so your multipliers are larger.”

Commenting during the session, Igho Sanomi, CEO of Talaveras Group, stated: “The oil and gas industry in Nigeria is at a defining moment and there is a drastic change in how Africa is doing business. That change and evolution is moving toward local and in house growth and building local capacity.”

Leading the conversation around “Leveraging the Dubai Ecosystem”, Ashish Thakkar, Founder and Chief Executive of Mara Group and Mara Foundation, said: “The UAE is a fantastic hub because first, Dubai connects the world so well from Asia to Africa to Europe and the US. Second, operating a business out of Dubai provides convenience in terms of migration and ease of travel.”

Anand Kapoor, Founder and Vice Chairman of MiDCOM Group, added: “The operational convenience of Dubai is unparalleled; you can raise capital from institutional investors from Dubai while being listed in the LSE. However, you must also operate locally and cannot generalize Africa as one country.”

Roland Agambire, Group Chairman and Chief Executive of AGAMS Holdings, said: “Dubai offers access and flexibility in terms of operations, transportation, and distribution. Furthermore Dubai is unique in that it is a place where you can find the right talent and exemplary working conditions that should be replicated in Africa.”

Goolam Ballim, Chief Economist and Head of Standard Bank Research, highlighted the business outlook in Africa and said: “Africa is the only region in the world that offers accelerated growth at every subset of industrial or consumer type.”

Capbridge Pacific to Develop $300 million Time-share Resort on Site of Former Aston Maui Lu in Kihei

0
0

Oct. 03—Capbridge Pacific LLC, a local subsidiary of Tokyo-based Capbridge Group, has plans to construct a $300 million time-share project on the site of the former Aston Maui Lu in Kihei.

Capbridge said it is collaborating with Hilton Grand Vacations to redevelop the 28-acre beachfront site into a time-share resort that will break ground in late 2015 and open in 2017.

The redevelopment project is the Capbridge Group’s first venture in Hawaii and will be the first Hilton Grand Vacations property on the island of Maui.

The project “will provide a significant improvement to Kihei and a major economic boost to Maui,” said Will Beaton, president of Capbridge Pacific. “Maui continues to be one of the most desirable destinations for the vacation ownership market. Hawaii’s relationship, from both a geographic and business perspective, with both the U.S. mainland and the Asia-Pacific region, is a great fit with our company’s growth and investment strategy.”

While the project is Capbridge’s first in Hawaii, Beaton said he and Frank Orrell, the chairman of Capbridge Group, have been involved in Hawaii’s commercial real estate markets for some time.

“Our longtime chairman worked for CBRE in Hawaii in the late 1980s and most of the 1990s,” Beaton said. “He’s lived in Hawaii and loves Hawaii and wanted to do things here. We’ve known each other since the late 1980s, so I was delighted when he came to me and asked me to join him in this endeavor.”

Situated on the eastern edge of Maalaea Bay adjacent to the Humpback Whale Sanctuary Visitor Center and Kalepolepo Beach Park, a state conservation area, Beaton said the project will be developed as a villa-style, Hawaiiana resort featuring 388 one-, two- and three-bedroom residences. The resort, which boasts 740 feet of oceanfront property, also will feature a beach club and great lawn as well as a superpool, fitness center and kids and teen centers. Beaton said time-share buyers also will be linked into Hilton’s wide network of vacation experiences.

“Quite frankly, we wouldn’t have looked at this project if we couldn’t have entered into an agreement with Hilton. We feel that they are the best in the world of time share,” he said.

Beaton said that Capbridge and Hilton will complete the project in phases. Removal of the circa-1950s Aston Maui Lu, which was closed Sept. 10 by the prior owner, is expected to start in about six weeks, he said.

Former Maui Lu owners, who began marketing the property in earnest in 2012, had obtained a special management area permit to demolish the hotel and replace it with a 388-unit time share.

“There was lots of deferred maintenance, so we need to tear it down. We hope to start construction by the end of 2015,” Beaton said.

“We are in the design phase now and still have to obtain building permits.”

Beaton said Group 70 International will serve as the architect for the project, which will be constructed in two or three phases due to its expansion size.

“Sales should begin in early 2016 with the first phase completed and open for occupancy by mid-2017,” he said.

Beaton expects the resort will appeal to a broad demographic of buyers from North America, Japan and China, which the company hopes to develop into a strong time-share market for Hawaii.

“We have an office in Shanghai, so it’s a perfect opportunity to work on this fledging market. Hilton doesn’t have any sales centers in China now, but we hope to work to change that,” he said.

Hilton already has multiple time-share sales offices in Japan, whose travelers have a long history with Hawaii, Beaton said. Likewise, demand should be strong from the U.S. and Canada, which have been important buyer groups of Hawaii time shares for some time.

“Maui in particular has been in very high demand. That’s one of the reasons that Hilton wanted a presence there,” he said.

Marriott International’s Statement on FCC Ruling

0
0

Marriott has a strong interest in ensuring that when our guests use our Wi-Fi service, they will be protected from rogue wireless hotspots that can cause degraded service, insidious cyber-attacks and identity theft. Like many other institutions and companies in a wide variety of industries, including hospitals and universities, the Gaylord Opryland protected its Wi-Fi network by using FCC-authorized equipment provided by well-known, reputable manufacturers.  We believe that the Gaylord Opryland’s actions were lawful.  We will continue to encourage the FCC to pursue a rulemaking in order to eliminate the ongoing confusion resulting from today’s action and to assess the merits of its underlying policy.  

Hilton Worldwide Agrees to Sell Waldorf Astoria New York to Anbang Insurance Group for $1.95 Billion

0
0

Hilton Worldwide will Continue to Manage the Property under a 100-year Management Agreement

October 06, 2014 - MCLEAN, Va. - Hilton Worldwide Holdings Inc. (“Hilton Worldwide”) today announced it has entered into an agreement with Anbang Insurance Group Co. Ltd. (“Anbang”), under which Anbang has agreed to purchase the Waldorf Astoria New York for $1.95 billion. As part of this long-term strategic partnership, Anbang will grant Hilton Worldwide a management agreement to continue to operate the property for the next 100 years, and the hotel will undergo a major renovation to restore the property to its historic grandeur.

 

The Waldorf Astoria New York is the flagship hotel of Hilton Worldwide’s rapidly-expanding luxury brand, Waldorf Astoria Hotels & Resorts. Since 2007, the brand has increased its footprint more than five times to a portfolio of 27 landmark destinations, including Amsterdam, Beijing, Chicago, Dubai, Jerusalem, Ras Al Khaimah and Shanghai. Its pipeline of nine additional hotels includes key destinations such as Bali, Bangkok and Beverly Hills.

 

“We are very excited to be entering into this long-term relationship with Anbang, which will ensure that the Waldorf Astoria New York represents the brand’s world-class standards for generations to come. This relationship represents a unique opportunity for our organizations to work together to finally maximize the full value of this iconic asset on a full city block in midtown Manhattan,” said Christopher J. Nassetta, president and chief executive officer, Hilton Worldwide.

 

Hilton Worldwide intends to use the proceeds from the sale to acquire additional hotel assets in the U.S. in one or more transactions as part of a like-kind exchange under Internal Revenue Code Section 1031. These acquisitions will be finalized and announced at a later date.

 

The Waldorf Astoria New York was famously called “The Greatest of the Them All” by Hilton Worldwide’s founder Conrad Hilton. It is an Art Deco masterpiece and has been an internationally recognized symbol of elegance and grace for more than a century. In the grandest of traditions, the hotel features cosmopolitan restaurants (including Peacock Alley, Bull and Bear Prime Steakhouse and Oscar’s), bustling lounges and bars, the Guerlain Spa, more than 60,000 square feet of high-tech equipped function space, a state-of-the-art business center and intriguing boutiques. 

 

Forward-Looking Statements

This press release contains forward-looking statements within the meaning of Section 27A of the Securities Act of 1933, as amended, and Section 21E of the Securities Exchange Act of 1934, as amended. These statements include, but are not limited to, statements related to the expectations regarding the performance of Hilton Worldwide’s business, financial results, liquidity and capital resources and other non-historical statements. You can identify these forward-looking statements by the use of words such as “outlook,” “believes,” “expects,” “potential,” “continues,” “may,” “will,” “should,” “could,” “seeks,” “projects,” “predicts,” “intends,” “plans,” “estimates,” “anticipates” or the negative version of these words or other comparable words. Such forward-looking statements are subject to various risks and uncertainties, including those described under the section entitled “Part I -Item 1A. Risk Factors” of Hilton Worldwide’s Annual Report on Form 10-K for the fiscal year ended December 31, 2013, filed with the Securities and Exchange Commission (“SEC”), as such factors may be updated from time to time in Hilton Worldwide’s periodic filings with the SEC, which are accessible on the SEC’s website at www.sec.gov. Accordingly, there are or will be important factors that could cause actual outcomes or results to differ materially from those indicated in these statements. These factors should not be construed as exhaustive and should be read in conjunction with the other cautionary statements that are included in this release and in Hilton Worldwide’s filings with the SEC. Hilton Worldwide undertakes no obligation to publicly update or review any forward-looking statement, whether as a result of new information, future developments or otherwise, except as required by law.

 


Host Hotels & Resorts Completes Three Property Transactions

0
0

Acquires The b2 Miami Downtown Hotel for $57.5M, Acquires 90% of The Grand Hotel Esplanade Berlin for euro 81M and Sells Tampa Marriott Waterside Hotel & Marina for $199M 

BETHESDA, Md., Oct. 6, 2014—­ Host Hotels & Resorts, Inc. (NYSE: HST) announced today the following three transactions.  

 

The Company acquired the 242-room fee-simple b2 miami downtown hotel for $57.5 million.  The Company also entered into a management agreement with Destination Hotels & Resorts to reposition and relaunch the hotel under a new independent identity in late 2014.  The hotel is located in the heart of Miami’s business and financial district within walking distance of the American Airlines Arena and is situated on Biscayne Boulevard across from Bayfront Park, ensuring that the hotel will continue to have unobstructed water views.  In addition, the City of Miami has committed to plans to increase the density in selected areas of downtown Miami which includes the hotel’s site creating an opportunity for future redevelopment.  

 

The Company’s joint venture in Europe, in which the Company holds a 33.4% interest, acquired a 90% ownership interest in the entity that owns the 394-room fee-simple Grand Hotel Esplanade in Berlin.  The hotel was acquired for a gross purchase price of €81.0 million, and is subject to approximately €48.7 million of debt with a margin of 219 basis points over Euribor which is non-recourse to the joint venture and the Company.  An affiliate of EVENT Hotel group (“Event”), an established European operator, will continue to operate the hotel and another affiliate of Event will retain a 10% minority interest in the entity.  The new joint venture plans to rebrand the property with an international brand under a franchise agreement.   The hotel is located in the west of Berlin, a short walk from the city’s leading high-end retail street and strategically situated between the old west of the city and the Mitte district (new center), in proximity to many embassies.  The acquisition further diversifies the current European hotel portfolio and provides new exposure to a target market in Germany. 

 

The Company sold the 719-room Tampa Marriott Waterside Hotel & Marina for $199 million.  This sale reduced our market presence in our non-target markets.   

 

Struan B. Robertson, executive vice president and chief investment officer, stated, “I am pleased to announce a series of transactions that increase our exposure to target markets in which we have been under-represented and reduce our exposure to markets that are not part of our long-term strategy.  The sale of the Tampa Marriott Waterside hotel is the successful conclusion of a long process in which Host generated significant profit by developing the asset in 1999 and then disposing of it to recycle capital.  The acquisition of the b2 miami downtown hotel offers Host not only increased presence in Miami but also an opportunity to create value with a fully unencumbered asset with long-term redevelopment potential.” 

 

* This press release contains registered trademarks that are the exclusive property of their respective owners. None of the owners of these trademarks has any responsibility or liability for any information contained in this press release.

 

Hospitality Conversations™ : Looking Ahead at Diversity in Hospitality

0
0

By Kathleen Hogan, MBA CHO and Dr. John Hogan, CHA CMHS CHE CHO

“The underlying attitude of management reveals itself in the manner with which they conduct business.  The team players discern the difference between what is said and what is done, and as a child follows the example of a parent’s actions, so does the team function in accordance with the example set by senior management.”   Kathleen Hogan, MBA CHO in MIND YOUR MANNERS

We are delighted to share this Hospitality Conversations™ with Greg DeShields, CHE CHO, who became the Executive Director of  PHLDiversity Multicultural Affairs Congress in Philadelphia, Pa. in the spring of 2014.

We first interacted with Greg four years ago, when he responded to an article we wrote about Sales Blitzes using university students.   Greg responded with several success stories he had with students as an adjunct professor at Temple University, which we passed on in a 2nd article on sales campaign successes.    Soon after, we  connected on LinkedIn and when HospitalityEducators.com was awarded a national contract to conduct certification training for a national association, Greg became a member of our faculty.

Greg had a solid career in hotel management with several national hotel companies and served Temple University in a number of roles from 2001 to earlier this year.  He was Managing Director Business Development,  Fox School of Business & School of Tourism and Hospitality Management and Senior Director of Corporate Relations @ the Temple School of Tourism and Hospitality Management, as well as teaching a course each year.  

Both of us had interests in supporting Cultural Diversity in Hospitality, so we wanted to hear Greg’s assessment of where he thinks Diversity in Hospitality is headed in relation to his new appointment.  

Hogans:   Why is PHLDiversity part of the Convention Bureau?

Greg:  The role of the Philadelphia Convention Bureau (PHLCVB) is to not only serve as the global tourism agency for the City of Philadelphia, but to serve as the marketing and sales arm for the Pennsylvania Convention Center. As the PHLCVB works to drive business to the city via major meetings and conventions, PHLDiversity increases Philadelphia’s share of the Diverse meetings and Conventions.  

The goal is to maximize opportunities for the region by promoting Philadelphia as a diverse visitor destination, encouraging diverse business and social responsibility that contributes to and benefits from the varying diverse communities

Hogans:   How do you manage to keep the 40 members of your Advisory Board engaged?

Greg:   We keep the Advisory Board focused on their role to support our Strategic Plan and the priorities of PHLCVB stakeholders. For example, more group business at hotels creates and expands  the economic impact of Diverse meeting and convention ( and therefore, job growth) for the City of Philadelphia.

Hogans:   Name two things PHLDiversity has accomplished in last 3 years?

Greg :   2012 -2013 Diverse meetings hosted in the City of Philadelphia totaled $33.6 million in economic impact 2013. What’s more, in 2014, development of the PHLDiversity Strategic Plan has yielded $25 Million in Economic Impact (to-date) with diverse meetings,  including the Asian American Hotel Owners Association’s  25th Anniversary and Annual Convention.

Hogans:   Name two goals for PHLDiversity

Greg:   1.   Expanding Philadelphia’s share of diverse meetings and conventions, and 

2.   Further defining Philadelphia as the premiere location for diverse meetings and conventions.

Hogans:   You were enjoying your 10+ year tenure as Managing Director Business Development at the School of Tourism and Hospitality Management at Temple University.  What made you interested in this challenge?

Greg:  As a true practitioner of the Hospitality Industry,  I longed to return to the industry in a capacity in which I felt I could make a difference and enhance/contribute to Philadelphia’s hospitality community.

Hogans:   Where and how do you see diversity as an important part of the workplace in the next 5 years?

Greg: As communities across the U.S. continue to become more diverse,  there will be  a new normal that will reflect more of the aspects of the workplace such as: Immigration Reform, Growth of the Hispanic population, LGBT Same Sex Marriage and Transgendered rights.

Hogans:   You have an upcoming event  soon - “The Business of Diversity in Meetings and Conventions”    What does it celebrate and communicate?  

Greg:  The PHLDiversity Annual Luncheon is the largest and only comprehensive gathering of diverse hospitality professionals in the city that is dedicated to increasing Philadelphia’s recognition as a top diverse meeting and convention city.   We also use this event to celebrate individual  industry and community leaders for their accomplishments in support of our mission.

 

Carey Watermark Acquires 511-key Sawgrass Marriott Golf Resort & Spa in Ponte Vedra Beach, Florida

0
0

NEW YORK, Oct. 6, 2014—Carey Watermark Investors Incorporated (CWI), a non-traded real estate investment trust (REIT) focused on investing in lodging and lodging-related properties, announced that it has acquired, from an affiliate of Goldman Sachs and Petra Capital Management, the Sawgrass Marriott Golf Resort & Spa, a 511-unit golf resort & spa in Ponte Vedra Beach, FL.

Key Facts

Well-located destination resort:

  • 18 miles from downtown Jacksonville, FL and about a two hour drive to Orlando, FL 
  • Direct access to two championship golf courses, including the world-renowned Stadium Course at TPC Sawgrass 
  • Oceanfront Cabana Beach Club with food and beverage outlets, pool and beach amenities

 

 

Compelling investment basis: CWI’s all-in basis is attractive compared to both replacement cost and sales of comparable resorts. 

Recent and planned property enhancements: The resort underwent an extensive $20.3 million renovation in early 2014, which included the lobby, all meeting and event spaces, food and beverage outlets, all villa guestrooms, tower suites and enhancements to the Cabana Beach Club.  CWI plans to spend an additional $25 million to further enhance the property and the guest experience. 

Marriott management and brand affiliation: As part of CWI’s acquisition, Marriott International has assumed management of the resort. As a result, the resort will be able to utilize Marriott’s strong reservation system and loyalty program, as well as its superior brand recognition and demand among both domestic and international travelers. 

Property details and additional amenities:

  • 511 keys, including both traditional hotel guestrooms located in a 7-story tower and rooms located in 81 resort villas with golf course and water views 
  • 25,000 square-foot spa with 19 treatments rooms and a 2,700 square-foot fitness center 
  • 70,000 square feet of meeting space 
  • Main pool and children’s pool 
  • Eight food and beverage outlets

 

 

 

Management Commentary

 

Michael G. Medzigian, Chief Executive Officer of CWI, commented: “The Sawgrass Marriott Golf Resort & Spa is well-positioned as one of Florida’s leading resorts, offering unparalleled access to PGA-affiliated golf facilities and unique beachfront club amenities. We are thrilled to add this high quality, recognized property to CWI’s portfolio.  Given our ability to purchase the property at an attractive price, the recent renovations and our planned improvements over the next five years, we believe this investment is an excellent addition to our portfolio that will benefit our investors.”  

 

Forward-Looking Statements 

 

This press release contains forward-looking statements within the meaning of the Federal securities laws. The statements of Mr. Medzigian are examples of forward looking statements. A number of factors could cause actual results, performance or achievement to differ materially from those anticipated.  Among those risks, trends and uncertainties are the risks related to CWI’s public offering; the general economic climate; the supply of and demand for hotels; interest rate levels; the availability of financing; and other risks associated with the acquisition and ownership of hotels.  For further information on factors that could impact CWI, reference is made to its filings with the Securities and Exchange Commission.

 

Panorama Tower Under Development in Miami, Florida will Include a 208-room Hotel

0
0

October 06, 2014 - MIAMI - Panorama Tower already is destined to be an iconic, global landmark, rising 83 stories over Miami, making it the tallest residential building on the eastern seaboard south of New York, and now the development by Florida East Coast Realty (FECR) is making headlines for officially being announced as the City of Miami’s first EB5 designated development. Located at 1101 Brickell Avenue on the largest parcel of property in the heart of Brickell, Panorama Tower is currently under construction and, when complete, will rise 830 feet. 

The City of Miami recently received approval for designation as an EB5 Regional Center for Foreign Investment under the U.S. Citizen and Immigration Services immigrant investment visa program. The City of Miami EB5 Regional Center includes the three main South Florida counties of Miami-Dade, Broward and Palm Beach and is the only fully city owned, managed and operated regional center in the United States. It is not affiliated with any other regional centers in Florida. The mission of the City of Miami EB5 Regional Center is to create thousands of jobs for local residents and strengthen economic growth in South Florida. In order to fulfill its mission, the City of Miami will provide top quality foreign investment opportunities by carefully selecting only premiere projects to participate in the EB5 Regional Center program. The City’s goal is to provide public/private partnership opportunities which directly benefit the community-at-large. 

“First and foremost, the City of Miami is staying true to the intent and mission of the United States Citizen Immigration Services (USCIS) by offering top-tier EB5 Regional Center projects to foreign investors which in turn will provide for the creation of thousands of jobs for our local residents. We are only as good as the quality of the projects we select to participate in our City of Miami EB-5 Regional Center and are mindful of the confidence we must inspire through transparency, accountability and legal compliance,” says Mikki Canton, Managing Director of the City of Miami’s Office of International Business Development. 

Panorama Tower is expected to cost over $800 million and bring a significant number of jobs to the area, including approximately 1,300 construction jobs necessary to build the new tower. The entire complex will have approximately 192 permanent management employees, 800 tenant employees, and 220 visiting students, making it the perfect development for the EB-5 program. The construction schedule calls for approximately three and a half years for ground-up completion of the new tower, which is planned for the beginning of 2018. 

Developed by industry veteran Florida East Coast Realty, Panorama Tower’s 19-story pedestal will include over 100,000 square feet of medically-oriented office space with a teaching facility, a 2,000 car parking garage, a 208-room hotel and over 50,000 square feet of high-end retail outlets and restaurant space. Directly on top of the pedestal will be the recreation deck, and above that will be the residential tower, consisting of 64 stories and 821 luxury rental apartments. 

For more information on Panorama Tower visit http://panoramatower1101community.com

Since its founding over 60 years ago, FECR has been involved in the development of over 60 million square feet of residential, commercial, retail, and industrial space, with landmark projects from New York to Nevada and throughout Florida. For more information on Florida East Coast Realty, please visit www.fecr.com. 

For more information on The City of Miami EB5 Regional Center, contact Mikki Canton,Esquire, Managing Director of the City of Miami EB5 Regional Center, 305-250-5404 or mcanton@miamigov.com

*Project features, unit mixes, uses, and specifications are subject to change without notice. The Developer expressly reserves the right to make modifications at any time. 

Villa Godilonda, Bulgari Jewelers’ Famous Villa in Castiglioncello, Italy Sold; Renovations to Begin

0
0

FLORENCE, Italy, October 6, 2014 - One of the most beautiful villas on the Tuscan coast has been sold: Villa Godilonda in Castiglioncello, previously the residence of the Bulgari jewellers. It has been bought by a businessman from Eastern Europe for six million euros, revealed Lionard Luxury Real Estate which negotiated the sale. Renovation work will begin shortly to create one of the most luxurious and beautiful hotels in the world.

It is said that Gabriele D’Annunzio (one of Italy’s most important writers, poets, playwright and politician) gave it the name Godilonda, from “godi l’onda” or “enjoy the waves”, after having spent a romantic and passionate night here at the beginning of the twentieth century. Built at the end of the nineteenth century, in 1924 it was bought by the American Carter family and after the war became the summer residence of the Bulgari family, before being transformed in the eighties into a hotel where famous Italian actors like Marcello Mastroianni stayed while visiting Castiglioncello. In 2007 it was closed indefinitely.

 

Constructed on the extreme point of a promontory, the property is composed of the main villa of roughly 1700m2 with 8 bedrooms, a winter garden, a spa and 11000 square meters of park and Mediterranean scrub with a private beach. After the degradation of the last years, the villa can finally live again, and contribute to the relaunch of one of Tuscany’s most beautiful seaside resorts.

 

The sale of Villa Godilonda is just the latest operation concluded at Castiglioncello by Lionard Luxury Real Estate.

Viewing all 11965 articles
Browse latest View live




Latest Images