Marriott to Sell Senior-Living Unit

Reuters -  Marriott International Inc. of Bethesda said yesterday that it has agreed to sell its senior-living division in a $150 million deal to McLean-based Sunrise Assisted Living Inc.

Sunrise would acquire the long-term management contracts of 126 Marriott properties, which house about 23,000 people. The deal would more than double the number of residents Sunrise cares for, from about 17,000 to 39,500.

As part of the deal, Sunrise would pay about $89 million in cash and assume roughly $38 million of working capital liabilities. Sunrise would also assume $23 million of "life care endowment obligations" -- the money residents pay when they move into a property and the balance that is returned when they move out or die.

The deal, which requires regulatory approval, is expected to be settled in the first quarter of 2003. Marriott will continue to manage the centers until the sale is closed.

Marriott's senior-living centers "were attractive to us because they are in the business we run," said Charles A. Post, senior vice president of corporate strategy and capital markets at Sunrise.

J.W. Marriott Jr., Marriott's chairman and chief executive, would join Sunrise's board.

The senior-housing properties are owned by eight major owners, the two largest of which are privately-held real estate investment trusts -- CNL Retirement Properties Inc. and Senior Housing Properties Trust.

Marriott also said yesterday that CNL will buy nine remaining senior-living properties that Marriott owns -- the second phase of a $259 million deal. Last week, Orlando-based CNL bought 12 properties that Marriott owned. Sunrise will also manage the properties of CNL.

Marriott, which runs more than 2,000 hotel properties worldwide, has run senior-living centers since 1987 but said it wanted to get out of the business because the industry is overbuilt.

The firm said it will record an after-tax charge of $123 million to $133 million after divesting its senior-living business. The proceeds from the sale will be used to repurchase stock, said Tom Marder, a Marriott spokesman.

Pending litigation may affect the sale of some of the centers.

Earlier this month, Five Star Quality Care Inc. and its affiliate Senior Housing Properties Trust, both of Newton, Mass., sued Marriott, accusing it of keeping money that the owners were owed from 31 senior centers that Marriott ran for them.

They sought an injunction to stop Marriott from negotiating the sale of its senior division, but the request was rejected. In a separate action, Marriott won a temporary restraining order in Montgomery County Circuit Court preventing Five Star from trying to end its long-term management contracts with Marriott -- which would have blocked the sale.

A hearing in that case is scheduled for Jan. 8.

If Marriott loses in court, Five Star will assume management of the 31 disputed centers, which would remove them from the sale to Sunrise. If Marriott prevails, those centers will remain in the Sunrise deal.

In a written statement, Sunrise said it was "aware of pending litigation between Senior Housing and Marriott" and that its contract with Marriott "provides protection for Sunrise regarding management contracts, including the contracts" for Senior Housing properties.

A Hotel Regular? Well, Join the Club

Washington Post  - Travelers who've questioned whether hotel loyalty programs are worth the bother should consider the case of Russell and Jennifer Taddeo.

When the Boston couple chose the Key Bridge Marriott in Arlington for their wedding reception last year, they got more than a flower-decked ballroom and a dessert cart: a whopping 125,000 points in the hotel chain's loyalty program. By putting wedding guests up in the hotel and purchasing the flowers through FTD, they racked up a few thousand extra points.

In January, they're jetting off to Aruba to reap the benefit of their bounty. Their week-long stay in a seaside room, a $2,100 value, will be fully covered by Marriott Rewards.

The Taddeos are among the many fans of hotel frequent-guest programs, one of the hottest trends in travel. The plans, which were introduced in the early 1980s and generally offer points for each dollar spent at a hotel, were initially favored by roving business executives. Since then, the major hotel groups have broadened ways to earn points to include everything from meals in restaurants to newspaper subscriptions. And the rewards have gotten better along the way: In addition to complimentary hotel stays, items that can be redeemed for points include spa treatments, cruises and theme park tickets.

The result: Between mid-2001 and mid-2002, the number of leisure travelers who've joined at least one of the programs jumped by 30 percent, according to Yesawich, Pepperdine and Brown & Russell, a Florida travel consulting company. In all, 63 million travelers belong to one or more hotel loyalty programs.

Another key to their rising popularity may be the programs' special promotions. For instance, the Hyatt Gold Passport program awards a complimentary night to any member who pays for two nights through the end of February, while Marriott Rewards' members who pay for three stays by Jan. 31 earn three free weekend nights.

The deals aren't exactly gifts to consumers: Hotel occupancy rates are running at a record low of 59.9 percent for the past 12 months, according to Smith Travel Research, and affinity-club offers have become a way to lure new guests and keep the regulars returning. The major hotel companies also use the programs to draw attention to themselves.

"To someone who doesn't know them, most of the chain properties don't seem that much different from one another," explained Peter Yesawich, head of the Florida consulting firm. "The loyalty programs have become a way for the hotels to distinguish themselves."

The Programs

While most chains have some sort of loyalty program, the following are the most popular with business and leisure travelers, according to several travel agents interviewed for this article (for details on each program, see the accompanying chart):

• Marriott Rewards (including Marriott, Renaissance, Courtyard, Residence Inn, TownePlace Suites, SpringHill Suites and Fairfield Inn).

• Hilton HHonors (including Hilton, Doubletree, Embassy Suites, Homewood Suites, Conrad Hotels, Garden Inn, Scandic and Hampton Inn).

• Hyatt Gold Passport. (including Hyatt, Park Hyatt and Hawthorn Suites).

• Six Continents Priority Club Rewards (including InterContinental, Crowne Plaza and Holiday Inn).

• Starwood Preferred Guest (including Westin, Sheraton and St. Regis, Luxury Collection and W hotels).

• Wyndham ByRequest.

• Radisson Gold Points Rewards (including Radisson, Park Plaza, Country Inns & Suites and Park Inn).

Smaller programs worth noting include Experience Rewards at Joie de Vivre, a San Francisco boutique chain on the West Coast; Gold Mark Rewards at Adams Mark, a St. Louis chain concentrated in the Midwest and South; and Prime Rewards at AmeriSuites, an all-suite brand that includes Wellesley Inns & Suites.

While longtime members usually find that one or two programs match their tastes or interests better than others, many cite the same reasons for signing up for at least one club.

• Ease of participation. Sign-up is complimentary through the hotels' 800 numbers or Web sites. Members typically get a card, which they show at check-in. Points are accumulated according to the number of dollars spent in the hotel, including room costs, bar bills, meals or other in-hotel fees. (The number of points earned per dollar spent varies.)

• Faster returns. Perks add up far more quickly than those of airline frequent-flier plans. Under American Airlines' AAdvantage plan, for example, a domestic airline ticket worth $500 is usually obtainable after flying 30,000 miles, which can cost several thousand dollars. But through Six Continents Hotels' Priority Club program, members can earn a $250 room in a posh InterContinental hotel after staying only six nights in a Holiday Inn, where rooms can run as low as $69 a night.

• No-hassle redemption. In many cases, hotel guests don't have to do anything except check in to claim a benefit. When Hilton HHonors members arrive at one of the chain's properties, they're upgraded at no cost to a higher-room category on the concierge floor (if available). In many cases, that gives them access to free breakfast and pre-dinner cocktails. Similarly, if the option is open, members of Experience Rewards, Joie de Vivre's loyalty program, are placed on a floor where rooms are more spacious and better furnished.

Wyndham ByRequest members usually get a fruit basket and free use of the in-room phone; in properties where outside calls cost an average of 75 cents apiece, the savings can accrue quickly. When members of Six Continents' program check in to some properties, they throw a dart at a board -- where it lands determines if they get a free breakfast, drink, dessert or phone card. Most of the loyalty clubs also allow members late checkout, free use of the health club or other privileges.

"Even if the perk you get from the program seems small, it is welcome for two reasons," said John Fox, a travel industry specialist at New York's PKF Consulting. "For one thing, it's more than what someone who's not in the program gets. For another, it probably helps defray travel costs."

Perks and Pitfalls

Like frequent-flier clubs, the pros and cons of the different hotel programs range widely.

The Hilton and AmeriSuites programs get high marks as the only two that allow members to earn hotel-stay points and frequent-flier miles at the same time. When you check in, you give the hotel frequent-stay number and the frequent-flier number for your airline of choice and accumulate points in both categories. But Hilton HHonors requires quite a few points (10,000) before guests win a free hotel stay. Still, with more than 60 redemption partners, Hilton offers more options than most of the other programs for cashing in points, including Mrs. Field's cookies, Swiss Army products and Amtrak tickets.

Six Continents Priority Club Rewards, which includes the ubiquitous Holiday Inns, offers the most properties where points can be earned -- but it also has one of the fewest number of airline or other outside partners where points can be redeemed. Starwood's program requires only 2,000 points for a free room, but it has a catch, too: Among the major chains, it has one of the lowest number of properties where points can be earned.

Fortunately, with more rooms to spare these days, hotels have loosened restrictions on redeeming points. While many programs still maintain blackout dates, they permit loyalty-club members to override the restrictions by using extra points. Also, most programs allow guests to transfer points into frequent-flier miles, which can be used for airline tickets.

Yesawich predicts that as the clubs become more popular, more and more will start offering perks other than free room stays or miles. Some have already moved in this direction. Joie de Vivre allows members to redeem points in any of its spas, while Adams Mark has started sending cash rebates to members of its loyalty program. The rebates, based on a percentage of the amount spent in the hotels, are issued to members every quarter.

"One reason this appeals to our guests is that they don't have to do anything to redeem points," explained Adams Mark spokesman Randy Myers. "They just get the check in the mail."

Like frequent-flier plans, hotel programs offer more tempting levels of perks the more points members earn. Once Marriott Rewards members hit platinum status (achieved after staying 75 nights in the chain's properties), for example, they're guaranteed a room in many properties sold out to the general public if they call within 48 hours of arrival. Members who reach Hilton HHonors Diamond status (achieved after 60 nights of stays) are also guaranteed a room within 48 hours of booking.

"For people who are on the road a lot that, coupled with some of the other draws of these programs, becomes a pretty strong incentive to keep gaining points," said Bobby Bowers, an analyst with Smith Travel Research.

But even the most loyal customers complain of program wrinkles. One frequent quibble is that the hotels take too long to post points to accounts. Another is that the chains inundate members with marketing brochures. More commonly, like frequent fliers, members gripe that rooms are not always available in the place or time frame they want.

Still, travel specialists recommend that travelers sign up for at least one program. "It doesn't cost anything," said Yesawich, "and once you reach the level at which you can claim a free room or another prize, you never know when it might come in handy."

Chicagoan Andrew Schaefer, a Hyatt Gold Passport member, concurs. When a power failure blacked out his northside Chicago neighborhood a couple years ago, Schaefer and his wife called up the Park Hyatt downtown and said they wanted to redeem some of their points for a stay that night.

"It could not have been easier," he said. "We got there at about 2 o'clock. Jen spent an hour or so in the huge tub, enjoying the bubble bath. I watched some football while lounging in the great living room furniture, then had a nice swim in their pool. It's actually something we've been planning to do again." 

Charlesbank, Winston Hotels Form Venture to Acquire Over $ 100 Million of Hotel Assets

/BusinessWire/  -  Winston Hotels, Inc. a real estate investment trust and owner of premium limited-service, upscale extended-stay and full-service hotels, today announced that it has formed an investment entity with Boston-based Charlesbank Capital Partners, LLC to acquire more than$ 100 million of hotel assets.

Charlesbank is a private investment firm managing capital on behalf of a range of institutional investors. Johnson Capital, a boutique investment banking firm based in Los Angeles, and Cohen & Steers Capital Advisors, LLC, a New York City-based investment banking firm, facilitated the transaction.

Winston serves as managing member of the investment entity, which targets limited-service, upscale extended stay, and small, full-service branded hotels in secondary and primary markets. The investment entity focuses on acquisitions that have turnaround or upside potential and can benefit from additional capital and aggressive asset management, which often includes renovating, repositioning, rebranding or a change in management.

The investment entity has invested in two projects with an expected all-in cost of approximately $ 14.3 million, about $ 9.4 million of which is financed through debt. The first project is a vacant building located in the Beachwood suburb of Cleveland, Ohio that is being converted into a 113-room Courtyard by Marriott and is expected to open during the second quarter of 2003. The second hotel is a 102-room Fairfield Inn & Suites by Marriott located in Des Moines, Iowa, which was converted from a Wingate Inn this past summer. Both of the projects had been held by Winston in a 50/50 joint venture with Concord Hospitality Enterprises Company. Concord will retain a 13% interest in the projects while the investment entity will own the remaining 87%.

"The formation of the venture with Charlesbank is an integral part of our three-pronged strategy to grow in all phases of the hotel real estate cycle," said Bob Winston, Winston Hotels' chief executive officer. "During the downward portion of the cycle, the venture will allow us to acquire and add value to attractively priced hotels. Our mezzanine financing program allows us to participate as the cycle improves. And, we can grow in all but the most difficult economic times through upgrading and improving operations at our existing portfolio. Charlesbank, with a real estate investment portfolio in excess of $ 1 billion, is a strong partner with an impressive track record, and we look forward to expanding our relationship with them."

Under the terms of the investment entity agreement, Charlesbank will provide 85 percent, while Winston will provide the remaining 15 percent of the total equity committed to each acquisition the investment entity approves. Charlesbank will have the option to expand the venture by committing additional equity to future acquisitions after the initial equity is committed. The investment entity anticipates that it will be able to secure debt financing for 65 percent of the all-in cost of hotel assets that the entity purchases.

"We are looking to further diversify our real estate holdings and think now is an excellent time to begin buying hotel real estate, particularly in this segment where there are more opportunities," said Andy DiMatteo, Charlesbank senior vice president, real estate. "We chose to partner with Winston Hotels because of their experience and first-hand knowledge in this segment and their strong track record of success."

Joe Green, Winston's chief financial officer, noted that the new investment entity is looking at major brands in strong locations, not necessarily in major markets. "We like secondary markets where we think there is a lot of potential, such as suburban office parks, university areas, and small suburbs of larger markets. Our goal is to reinvigorate an underperforming hotel in a good location through capital infusion, rebranding, renovating, repositioning and often a management change.

The limited-service, upscale extended-stay and certain mid-market brands have performed well for the past few years, and we believe they will continue to do so for the next several years. Also, these segments tend to weather economic downturns better than larger urban properties and generate superior returns in a good economy."

Hotel brokers will receive full commissions, and the venture will give preference to management companies presenting transactions that subsequently are acquired by the venture. Winston Hotels will provide asset management services and manage the redevelopment and renovation process.

Charlesbank Capital Partners, LLC, is a private investment firm managing capital on behalf of a range of institutional investors, with more than $ 1 billion of capital committed to acquisition and expansion financing for developing real estate assets and growing companies. The real estate team generally invests in equity or mezzanine debt structures, sometimes with a strategic operator or developer who brings complementary expertise or market knowledge. The firm has offices in Boston and New York.

Raleigh, North Carolina-based Winston Hotels, Inc., is a real estate investment trust specializing in the development, acquisition, repositioning and active asset management of premium limited-service, upscale extended-stay and full-service hotels, with a portfolio increasingly weighted toward the leading brands in the lodging industry's upscale segment. The Company currently owns or is invested in 53 hotels with 7,266 rooms in 17 states, which includes: 45 wholly-owned properties with 6,207 rooms; a 49 percent ownership interest in three joint venture hotels with 453 rooms; a 13.05 percent ownership interest in two joint venture hotels with 215 rooms; and a mezzanine financing interest in three hotels with 391 rooms. For more information about Winston Hotels, visit the Winston Hotels Web site, www.winstonhotels.com.

Malta:  Hotel occupancy up five per cent

Hotel occupancy rates in Malta -  in all sectors -  have risen in December  by more than five per cent compared to last year, according to telephone survey results.

The survey, conducted by the Malta Hotel and Restaurant Association, revealed that five star occupancy levels rose from an average 38 per cent in December 2001 to 43 per cent this year.

Four star occupancy levels are also up from an average 41 per cent in December 2001 to 47 per cent this year and three star occupancy levels increased from an average 51 per cent in December 2001 to 56 per cent this year.

However a MHRA spokesman said: “While these figures are encouraging one must keep in mind that the comparisons made to this time last year are being made against the months immediately following the 11 September attacks and the subsequent lull in bookings.”

Initial indications for January 2003 also show substantial improvements with five star occupancies increasing from 24 per cent in January 2002 to a forecast potential of 43 per cent, and four star figures rising from 38 per cent to 41 per cent.

There is a predicted decrease in the three star sector from 53 per cent in January 2002 to 52 per cent in January 2003.

Results from the restaurant membership base of the MHRA revealed that many restaurants have experienced a downturn on total year on year sales figures – although many members have reported healthy figures for this Christmas Day and New Years Eve activities.

The MHRA represents 70 per cent of all hotels in Malta and 35 per cent of all restaurants. It collectively represents an investment of over Lm450 million and employs over 20,000 people

Hawthorn Hotels & Suites Poised to Expand Into the Middle East, N. Africa and Turkey Through Branded Property Management Contracts

Hawthorn Hotels & Suites is poised for rapid expansion into the fast developing and buoyant hotel markets of the Middle East, N. Africa and Turkey.  The region is experiencing the development of a large number of new hotel projects to meet current and future growth demands from international business travelers, the increasing volumes of tourist travelers as well as an all-time high of internal regional travel. 

A constant rise in regional hotel occupancy with high average daily room rates as well as quality food and beverage services and first class properties, make the expansion opportunity desirable for Hawthorn’s entry.

Internationally branded and managed properties consistently out perform non-branded properties in the region and Hawthorn will offer an option to owners who are looking for a new aggressive branded hotel management service as an alternative to the limited availability of older established hotel brands currently in the region. 

Hawthorn Hotels & Suites will be offered in conjunction with property management services to owners of existing and to be developed quality properties.  The branded management services will be offered with the Hawthorn brand and systems to deluxe hotels, executive suite residences and resorts.

A regional development office will be based in Abu Dhabi, United Arab Emirates to oversee brand development, hotel services and hotel property management operations.  The United Arab Emirates is the venue for the World Trade Organization Meeting (WTO) in 2003, and location of the World's Greatest Hotels. 

Properties flying the Hawthorn flag in the region will benefit from a global GDS reservations system, Internet real-time bookings, Hyatt Hotels USA reservations referrals program and inclusion in the Hyatt Gold Passport frequency program. 

Full service hotel development support; including building design, landscape design, food and beverage concept development, pre-opening management, preferred purchasing management savings, and international sales and marketing support; will be offered in addition to property management services to owners who recognize the added value that the Hawthorn brand will bring to their assets. 

It is expected that the first Hawthorn properties will open in 2003.

For Hawthorn Hotels & Suites branded management services, hotel owners, and owners of multiple hotel properties interested in Hawthorn regional development are invited to discuss branded management services with Mr. John Mavrak at hawthorn_me@hotmail.com.

Regional joint venture development opportunities also exist, and inquires are welcomed.

Hawthorn Hotels & Suites hotels are upscale properties and currently found in prominent city center business locations at airport in tourist destinations and at golf and ocean-side resorts.  There are 119 Hawthorns open with others under construction and being considered for the brand.

Atlanta based U.S. Franchise Systems, Inc. is the parent company of the franchisor of Hawthorn.  Other hotel brands include Microtel Inns & Suites, Best Inns and Best Suites. 

U.S. Franchise Systems, Inc. is one of the largest and fasting growing hotel companies in the world. The company is part of the business interests of the Pritzker family of Chicago, the founders of Hawthorn Hotels & Suites and the Hyatt Hotel brand.  

Time Management Made Simple: Five Practical Tips

By Christina Morfeld

1. Consider the "payoff" when planning and performing your work.

High-payoff activities are those that provide the greatest long-term value, as they are important to the fulfillment of your goals. They are often complex, time-consuming, and require uninterrupted concentration.

Low-payoff activities are typically short, quick, and easy to do, but provide no real benefit. They tend to outnumber and take time away from high-payoff activities.

Here are some strategies for effectively performing each:

High-Payoff Activities

• Schedule them during your "prime time," the part of the day that you are most alert.
• Divide them into smaller units if possible. It is easier to find the time to complete three two-hour pieces of a project than an entire six-hour project.
• If possible, minimize distractions: close your office door, forward calls to voicemail, and request that unplanned visitors schedule time with you.

Low-Payoff Activities

• If possible, delegate them.
• As they generally require less concentration than high-payoff activities, schedule them for the time of day that you tend to be least alert.
• Rather than waiting idly between high-payoff projects and meetings, reply to an e-mail message, read a journal article, or file a few reports.
• Don’t do more work than necessary. Handwrite a response to a memo rather than typing one. Make a phone call rather than composing a letter.

2. Catch up on your reading.

Chances are good that a large amount of written material crosses your desk each and every day: industry journals, policy manuals, direct mail pieces, company newsletters, etc. Chances are also good that these documents are stacked on a credenza in your office collecting dust. You know that there's some valuable information in that heap, but how can you possibly read when there are so many other demands on your time?

Try this: Place all of your reading material – as well as a pen, highlighter, and pad of sticky notes – in a folder. Bring this folder with you everywhere... on the train during your daily commute, to business meetings, to doctor's appointments. Take advantage of idle time by reading through the documents, highlighting important text, making notes in the margins, and marking them for photocopying or future reference. You'll get through that pile before you know it, without even having to set aside time to do it!

3. Get started on the project(s) that you've been putting off.

Procrastination is the avoidance of starting a task. We've all procrastinated at one time or another: concentrated on preparing for the work rather than actually doing it, performed unimportant activities rather the one we set out to do, or deciding to lie down or call a friend instead of starting the job.

Here are some strategies for conquering procrastination:

• Don’t put off beginning the project because you don’t have everything you need to complete it. As long as you have what you need to get started, you can gather the rest later.
• Start small. Divide the project into chunks. Reward yourself after the successful completion of each unit.
• Imagine how good you will feel when the job is done. If that doesn't work, consider the negative consequences of not doing it.

4. Make every meeting count.

Too often, business meetings are longer than necessary and don't seem to accomplish very much. Here are some strategies for ensuring successful, productive meetings:

• Prepare and distribute an agenda prior to the meeting. This agenda should clearly define the purpose of the meeting and assign time limits to each topic.
• Confirm that the meeting room contains any necessary electronic equipment, such as a speakerphone or overhead projector. Set up and test the equipment prior to the arrival of the other attendees.
• Start the meeting on time, even if some people are running late. You will be amazed how punctual they will be next time!
• Keep people on track. If a topic exceeds its allotted time or a new issue emerges, add it to the agenda for the next meeting and move forward with the current agenda.
• At the conclusion of the meeting, summarize decisions made and actions to be taken.

5. Resist the "If you want something done right..." urge.

Perhaps you are unable to accomplish as much as you would like because you take on more than one person can reasonably handle. If this is the case, you may wish to consider delegating some of your work to others.

Delegation is the assigning of an activity in your area of responsibility to another person.

Delegation is not merely "dumping" one or more of your tasks on someone else. Proper delegation involves:

• Carefully evaluating what needs to be done.
• Identifying the individual who is best suited to do it.
• Clearly communicating essential information about the work, including:
• Its purpose and desired outcome;
• Exactly what needs to be accomplished;
• The amount of authority you are giving the person over how the job is performed;
• The level of support he or she can expect from you and any other available resources;
• The standards you will consider acceptable and how you will evaluate the results; and
• The deadline for completion.
• Encouraging questions.
• Monitoring progress.

Copyright © 2002 Christina Morfeld and Affinity Business Communications, LLC. Originally published by Suite101.com. All rights reserved

Christina Morfeld is president of Affinity Business Communications, a provider of high-quality instructional design, technical writing, and content development solutions. Whether writing to instruct, inform, or persuade, our work is reader-focused, benefits-oriented, and results-driven.

'Cyber Concierge' at Avari Dubai Hotel

Technocrat LLC has launched 'Cyber Concierge' that offer guests personalized Dubai City Info that directs & simplifies their search by listing the most accurate, unbiased, and comprehensive destination information available.

Dubai: Technocrat LLC launches "Cyber Concierge" that offer guests personalized Dubai City Info that directs & simplifies their search by listing the most accurate, unbiased, and comprehensive destination information available. Users have access to "location-centric" descriptions, reviews, and directions to each recommended places all over Dubai & the Emirates. The selection process cuts through the clutter, offering lists & trusted recommendations that are always up-to-date.

Mr. Shahzad Butt (Dir. Sales & Marketing, Avari Dubai) says "Having an Interactive Touchscreen Multimedia Kiosk in our Hotel Lobby showcases our ability to be forward-thinking & innovative while creating a unique guest experience"

"It is a new concept introduced in Dubai to meet our guests demand for higher quality & deliver the one-to-one attention"

Rent-a-car, Tour operators, Airlines & other Advertisers have the opportunity to target messages to a defined set of users through category-specific advertising.

The encolsure unit is an easy-to-use, high resolution LCD touchscreen that is customized to complement the decor of the hotel lobby to incorporate its own unique style & corporate branding.

Technocrat LLC manages all aspects of the "Cyber Concierge" solution, including data hosting, visual customization, user preference and profile information.

Grand Hotel Taipei to revive as grand  landmark

The China Post  -  When Christine Tsung assumed the appointment as chairwoman of the Grand Hotel in late November, it gave hope for the five-decade old hotel to revive from its fading image as one of the most representative hotels in Taipei.

Tsung joined the Grand Hotel eight months after she quit her position as the Minister of Economic Affairs. Earlier, she impressed the airline industry as she helped implement a sharp turnaround of operations of the decades-old China Airlines (CLA) in her capacity as the company's CEO. Her successful experience in running the CLA draws high expectation for her to help drum up the business of the dwindling Grand Hotel.

However, as Tsung herself says, What concerns her most now is not the commercial interest of the hotel, but how to restore the prestigious image of the Grand Hotel as a major tourism attraction in Taipei. The Grand Hotel was compared to the Statue of Liberty in the U.S. or the Eiffel Tower in France.

Located at a mountainside at the north end of the Taipei City, the Grand Hotel has long been well known for its splendid Chinese palatial architecture, traditional Chinese cuisine as well as classical furnishing and interior decoration. It was once the best place for the national leaders to receive foreign dignitaries. "The four ROC presidents from Generalissimo Chiang Kai-shek, Chiang Ching-kuo, Lee Teng-hui to current President Chen Shui-bian all host national banquets at the Grand Hotel," Tsung says, distinguishing the merits of the Grand Hotel.

The Grand Hotel was established in 1952 with a mission to help promote Taiwan's international relations and advocate Chinese culture to foreign dignitaries. Tsung describes the Grand Hotel as a classical museum. Meanwhile, it preserves the tradition of Chinese cuisine.

The Grand Hotel is especially famous for the red bean pastries served in the Yuan Yuan at the mezzanine level, an area for afternoon tea. The red bean pastries, a northern China flavor, are the favorite snack of Madame Chiang Kai-shek. Every year, the Grand Hotel sends two hundred of the red bean pastries to Madame Chiang Kai-shek's residence in the New York for her to treat her friends and relatives in the U.S.

The Grand Hotel has many merits to distinguish itself from other hotels. Actually, Tsung does not compare the Grand Hotel to other hotels in Taipei, but is devoted to distinguishing the attractions of the Grand Hotel. "It's in line with the government's policy to promote the tourism industry in Taiwan," she asserts.

Though never engaged on the tourism industry, Tsung expressed her interest and confidence in running a hotel, saying that it's one of the industries most suitable to develop in Taiwan during the 21st century. First, as she notes, it's an environment-friendly industry, which doesn't generate any chemical or metal wastes. Second, it complies with the higher living standards in Taiwan. Third, as Tsung especially stresses, "it's really a higher value-added industry."

The value of a hotel is not generated by labor, but mainly through delicate services and innovative management, according to Tsung. Such an industry especially fits today's Taiwan when it encounters a shrinking supply of lower-level workers.

The Grand Hotel does not appeal to the leisure travelers only. "Its magnificent convention hall makes an ideal place for international meetings," Tsung notes.

The current weakening domestic economic performance does not shatter Tsung's confidence on Taiwan's prospects. "Taiwan plays a key role in the world's third industrial revolution as the information technology (IT) has significantly reshape the life of the people in today's society," she stresses on belief that Taiwan's sound economic power won't be shattered in the short term.

Tsung's optimism on Taiwan's economic prospect is as sound as her confidence on renovating the Grand Hotel as a grand landmark of Taipei

Australian Hoteliers expect strong local demand

SMH  -  The threat of terrorism, a low Australian dollar and big mortgages are likely to see more travellers enjoying the sights in their own country in 2003.

Hoteliers are certainly hoping that will be the case and some are already seeing a rise in bookings for the holiday season.

Australia's largest serviced apartment operator and owner, The Medina Group, says it is confident of continuing its strong growth in 2003 despite the difficult times in the hospitality industry.

Medina has managed to maintain occupancy levels in the mid 80 to low 90 per cent marks, well above the hotel industry average, reflecting the group's strong management and the demand of business travellers, who prefer serviced apartments to hotel accommodation.

Managing Director Allan Vidor says the group has succeeded not only because it is in sync with traveller requirements but also because it offers advantages established hotels do not.

"Medina is not only growing its share of the corporate market but also expects to carve out a greater share of the leisure market in 2003, as families and couples travelling on the weekends and annual holidays have a greater understanding of the advantages of serviced apartments over cramped hotel rooms."

After a successful 2002 with three openings - Medina Executive Flinders Street in Melbourne, Medina Classic Chippendale in Sydney and Medina Grand Adelaide Treasury in Adelaide - Medina expects to expand its number of properties over the next year.

"We predict continued demand for serviced apartments in 2003 and expect our occupancies to remain at their current high levels."

The turnaround is expected to spark increased demand for hotel properties with local players the bulk of the buyers.

Jones Lang LaSalle Hotels annual Top Owner survey reveals that Australian hotel investors and owner-operators continue to dominate the ownership of tourist accommodation in Australia.

However, Asian investors have launched a challenge, accounting for 80 per cent of major purchases this year.

The results of the survey, which covers 132 major owners, 393 establishments and more than 66,500 rooms across Australia, show that 59 per cent of Australia's tourist accommodation is owned by local investors.

The results demonstrate only one positional change since last year's survey. United Overseas Land has left the list through the sale of the Landmark Parkroyal in late 2001, and their place has been taken by Travelodge, through the opening of their 275-room property in Southbank, Melbourne.

The now de-listed Tourism Asset Holdings continues to dominate the ownership of hotels in Australia, with 5104 rooms, followed by Grand Hotel Group and, despite the sale of two properties during 2002, Thakral Holdings is the third-largest owner in Australia.

"The interesting fact is that the composition of the Top Owners remains relatively unchanged despite a spate of significant hotel transactions during 2002," said Geordie Clark, executive vice president of Jones Lang LaSalle Hotels.

"This demonstrates that new investors are entering the hotel market, in particular, local developers and Asian hotel investors.

"As predicted last year, the perception that many Australian hotel markets are at the bottom of the hotel cycle, combined with the value of the Australian dollar, has resulted in renewed enthusiasm from overseas investors, particularly from Asia.

"Looking at the major hotel sales of 2002, Asian investors accounted for 80.3 per cent of all hotel purchases but represented only 59.2 per cent of the vendors."

The value of hotel sales for the eleven months to November 2002 represents a 37.6 per cent increase compared to the same period of the previous year.

"And, with one month remaining we anticipate a further $150 million in sales to bring the annual total to a robust $844 million for the year." he said.

Mr Clark sees a continuation of transaction activity in 2003 as international buyers try to secure hotels at the bottom of the cycle, particularly those in Sydney and Brisbane.

"We expect Asian investors to again dominate the purchases," Mr Clark said.

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