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Alternaty is pleased to launch the first issue of a multi part series entitled “Common Mistakes in Hotel Planning and Operation”. The series aims to highlight the most common mistakes made by hotel …

Alternaty is pleased to launch the first issue of a multi part series entitled “Common Mistakes in Hotel Planning and Operation”. The series aims to highlight the most common mistakes made by hotel developers and offers advice on how to avoid them.

This first issue, Common Mistakes in Hotel Design, highlights the most common mistakes made during the design process that can have long lasting negative impacts on operations. See our blog at http://blog.alternaty.com/ to download our latest exclusive releases.

Table of content:
- Hotel room design
- Bathroom design
- Food and beverage
- Lobby and public areas
- Back of house
- Spa, gym and swimming pool
- Elevators and corridors
- About Alternaty

Stay tuned for the next issues!

Published in: Real Estate, Business, Design

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  • 1. Common Mistakes in Hotel Planning and Operation A boutique real estate firm, we partner with hotel and resort developers to deliver alternative real estate products. August 2013 www.alternaty.com This issue: Hotel Design
  • 2. Alternaty is pleased to introduce this new series of Common Mistakes in Hotel Planning and Operation. This first part in the series, Common Mistakes in Hotel Design, outlines the most common mistakes made during the design process that can have long lasting negative impacts on operations. 2 Finally, don’t forget to regularly check on our blog and social media channels for the latest releases and updates. Sincerely,
  • 3. Common Mistakes in Hotel Planning and Operation 3 Common Mistakes in Hotel Design Common Mistakes in Hotel Feasibility Study Common Mistakes in Hotel Valuation Common Mistakes in Hotel Guest Room Design Common Mistakes in Hotel Master Planning Common Mistakes in Hotel Pre-Opening Common Mistakes in Hotel Landscape Design Common Mistakes in Hotel Operator Selection Common Mistakes in Hotel Management Agreement Negotiation Common Mistakes in Hotel Sale and Marketing Common Mistakes in Hotel Digital Marketing Common Mistakes in Hotel Guest Relations
  • 4. Common Mistakes in Hotel Planning and Operation 4 Room Design Bathroom Design Food and Beverage Lobby and Public Areas Back of the House Spa, Gym & Swimming Pool Elevators and Corridors Common Mistakes in Hotel Design Common Mistakes in Hotel Feasibility Study Common Mistakes in Hotel Valuation Common Mistakes in Hotel Guest Room Design Common Mistakes in Hotel Master Planning Common Mistakes in Hotel Pre-Opening Common Mistakes in Hotel Landscape Design Common Mistakes in Hotel Operator Selection Common Mistakes in Hotel Management Agreement Negotiation Common Mistakes in Hotel Sale and Marketing Common Mistakes in Hotel Digital Marketing Common Mistakes in Hotel Guest Relations
  • 5. A boutique real estate firm, we partner with hotel and resort developers to deliver alternative real estate products. Common Mistakes in Hotel Design 5
  • 6. OMG what should you have done? Restaurant & Bar Lobby Back of the House Elevators & Corridors Guest Room & Bathroom Lighting Design Errors in Guest Room Décor Design Errors in Guest Room Spa & Gym Swimming Pool Lighting Building Safety & Security Electrical Outlets Design OMG what did you do wrong?
  • 7. Room Design We can’t expect architects to know the nuances of operating hotels. So why would we expect them to know where best to locate the light switch in order to maximise the guest experience?
  • 8. Room Design | What went wrong? 8 To many types of rooms A common mistaken perception is that having many types of rooms increases the choice available for guests thereby widening the target market. The reality is that having many different types of rooms creates confusion, pricing issues and limits the ability to accommodate large groups. On the other hand it increases room cleaning costs as well as fit out and maintenance costs. Too many suites This is a problem because it can lead to the difficult situation where the owner is forced to choose between low occupancy or to decrease room rates. The same types of rooms have various sizes and configurations This leads to similar cost issues, but in this case the architect is blamed, instead of the owner. Insufficient luggage and storage space An easy way to receive complaints on trip advisor.
  • 9. Room Design | What went wrong? 9 Karaoke machine cannot be used because there are insufficient electrical sockets in the VIP room Your VIP’s will not feel like VIP’s. The karaoke machine in the VIP room works but the walls are not sound proof You will need a well written guest complain form and a lot of copies. The TV and cabinet is too far from the bed Why didn’t the interior designer take this into account? The switch for the lights are in the wrong place Clearly this was wrong planning from your designer.
  • 10. Room Design | What should have occurred 10 The hotel owner should provide the interior designer a detailed design brief, including the guest room design standards to apply across all rooms and tailored to each size and type of room. The design must be driven by maximising the guest experience and comfort during their stay. The interior designer must also keep in mind the efficiency of daily operation including the streamlining of the guest check in process, room cleaning procedures and minimising maintenance due to wear and tear. The architect and interior designer must work hand in hand with the hotel operations consultant during the design process in order to minimise costly mistakes that would negatively impact operations and create a poor guest experience.
  • 11. Bathroom Design The quality of a room is highly influenced by the quality of the bathroom
  • 12. Bathroom Design | What went wrong? 12 Bathroom is too large Inefficient room configuration creates a waste of space and money to build and clean. Visually not attractive. Bathroom is too small Even more important than the size of the bathroom is the efficiency and practicality of design. Shower or bathtub? Where are your guests from? Japan or Russia? Do they travel for business or leisure? Do they stay for the long term or short term? Choosing between a shower or bathtub depends on the answer to these questions, any many more... Towel rack in the wrong location Guests need to search or reach for the towel while dripping water all over the floor creating a slippage hazard. Is your insurance policy up to date?
  • 13. Bathroom Design | What went wrong? 13 No electricity socket for the hairdryer It would not be a problem if all your guests were bald and didn’t need a hair dryer. Bathroom has a large glass window to the room without a proper blind or curtain. Have you ever heard of pleasure of privacy? Insufficient hot water This is a very common mistake and it is very annoying for the guest. It also solicits very expensive negative reviews. Minibar in the toilet This is never a good idea.
  • 14. 14 Bathrooms need to be carefully planned and well designed. They need to be a source of comfort yet easy to clean and maintain. Lights, mirrors and electrical outlets need to be carefully located so that they are always within reach and in the exact place that the guest would expect. The interior designer must work closely with the hotel consultant during the design stage in order to avoid costly mistakes that will lead to difficulties in operation or a poor experience for the guests. Bathroom Design | What should have occurred
  • 15. Food and Beverage The profitability of the Food & Beverage department is all about the functionality of operation, not form of design
  • 16. Food and Beverage | What went wrong? 16 Kitchen equipment fail to meet Food and Beverage requirements Inferior kitchen equipment do not meet needs in terms of quality, consistency and volume. Illogical kitchen layout does not reflect the restaurant concept nor promote an efficient workflow Complications in daily operation due to wrong layout of storage areas and kitchen. Storage areas need to be in close proximity to production areas. Presence of hazardous areas Kitchen staff facing risks on a daily basis. Better ensure that the insurance policies are up to date. Bad selection of materials for (floors, ceiling , walls), exhausts, vents, doors, signage, drainage and light fixtures High safety and hygiene risks will affect daily routine tasks. Floor and wall connections not rounded to a 45 degrees angle. Walls should be tiled to a height of approximately 2 metres. Lack of emergency light and fire systems The fire safety license will not be granted, insurance policy will be void and most importantly, the safety of guests will be compromised.
  • 17. Wet garbage area not separated from the dry garbage area May be in breach of local regulations and pose fire safety and hygiene risks. Electrical sockets in the wrong location in the kitchen area Difficulties to properly follow cleaning procedures. Wrong dimension of restaurant lay out versus room inventory Difficulties to render efficient service with long cues for breakfast, lunch and dinner. Bad buffet design Wrong location of lighting, selection of heights to display food offerings and wrong location of electrical sockets. Bad design of air conditioning, exhaust and grease trap systems Incorrect temperature and unwanted odours due to lack of ventilation. Food and Beverage | What went wrong? 17
  • 18. Food and Beverage | What should have occurred 18 The hotel owner should provide the interior designer a detailed design brief, including food and beverage concept and design standards per outlet. The design must be driven by maximising the guest experience and comfort during their stay as well as maximising the efficiency of operation for all employees. The architect and interior designer must work hand in hand with the hotel operations consultant during the design process in order to minimise costly mistakes that would negatively impact operations, create a poor guest experience and problems in the daily operation.
  • 19. The overall perception of guests is highly influenced by the quality of the Lobby and Public Areas Lobby & Public Areas
  • 20. Lobby & Public Areas | What went wrong? 20 Size of seating area not in proportion to room inventory Crowded lobbies with long cues and lack of seating result in poor guest perception. Inadequate available parking bays Need to ensure that local regulations are followed by the architect Parking not available for physically challenged guests This is very important to be able to offer as well as ramps to access buildings. Poor lighting in parking areas Safety and security risks. Insufficient and poorly illuminated signage Guests will have trouble finding their way around the property. Poorly lit signage is a common mistake.
  • 21. Lobby & Public Areas | What went wrong? 21 Directional signage for rooms must be prominently displayed at the entry point of each floor This is much appreciated by guests. Insufficient electrical sockets and in the wrong location Operational difficulties especially for cleaning procedures. Overbuilding rather than utilizing space productively Wasted space does not generate revenue.
  • 22. 22 The Lobby and Public Areas need to be carefully planned and well designed. These areas will not only increase revenue but will also improve the quality of work for all staff. The architect must work closely with the hotel consultant during the design stage in order to avoid costly mistakes that will lead to difficulties in operation or a poor experience for the guests. Lobby and Public Areas | What should have occurred
  • 23. Back of House The Back of House is the heart of the hotel. Bad design will seriously affect daily operation
  • 24. Back of House | What went wrong? 24 Inadequate storage space Mainlining minimum stocks will forever be a challenge. Wrong selection of materials for walls, floors, windows and ceilings Permanent problems of humidity, ventilation, cracks in the masonry and slippery floors. Lack of water points and drainage in storage areas Staff will not work efficiently and will fail to follow cleaning, health and hygiene procedures. Insufficient garbage space and in the wrong location Guests will complaint of bad odours. Missing soiled linen room, clean linen room and uniforms rooms The housekeeping manager have trouble to organise staff to meet operational needs.
  • 25. Back of House | What went wrong? 25 Insufficient working space for housekeeping department Problems to store linen, baby cots, extra beds and trolleys in close proximity to the rooms. Insufficient departmental office space The head’s of department will be obliged to work in improvised offices far from the workflow and with inadequate loose furniture. Inadequate systems in terms of sewage treatment, fire, air conditioning, grounding, lighting, rain water harvesting, generator and gas. Trouble with local authorities and bigger troubles in operation. Hot and cold water capacity issues Guests experience an unpleasant surprise during their morning shower. Inadequate TV, camera, background music, telephone ,computer and audio visual systems Bland experience for guests.
  • 26. Back of House | What should have occurred 26 The Hotel Chief Engineering should work closely with the architect and project manager to avoid costly mistakes. The Hotel Consultant should guide the architects and interior designers in terms of minimum requirements for storage, office and required systems to meet operational and brand standards. The Hotel Chief Engineering should be involved in the preopening and to begin as soon as is possible.
  • 27. Spa, Gym & Swimming Pool These areas especially important for guests who are looking for getaway and leisure trips
  • 28. 28 Inferior spa and gym equipment Equipment fail to meet expectations of guests and standards of the brand. Missing light dimmers and sound system in treatment rooms Negatively impact the experience of guests. Insufficient space for lockers Complaints from guests. Insufficient furniture in the pool area The purpose of these areas are rest, relaxation and leisure for guests so overcrowding should be avoided. Spa, Gym and Swimming Pool | What went wrong?
  • 29. 29 The interior designer should be provided with a detailed design brief, including the concept for the spa and sports/recreation areas as well as the design standards for each area. The design must be driven by maximising the guest experience and comfort during their stay as well as streamlining the operation for all employees. The architect must work closely with the hotel consultant during the design stage in order to avoid costly mistakes that will lead to difficulties in operation or a poor experience for the guests. Spa, Gym and Swimming Pool | What should have occurred
  • 30. Elevators and Corridors The correct design and location of elevators and corridors will considerably improve the mobility of guests and staff
  • 31. Elevators and Corridors | What went wrong? 31 Lack of elevators Long wait times will negatively affect the experience of guests. Wrong location of elevators and goods lifts Slow down operations and decline in service standards. Elevators too close to guest rooms Guests will complaint about noise, especially early in the morning when housekeeping staff move around their trolleys. Poor lighting in corridors and pathways Safety and security risks. Lack of elevators near key outlets Guest facing difficulties to access areas especially at peak times.
  • 32. 32 Mobility flows will be affecting daily operation for staff and the experience for guests. The architect should be warned about the potential pitfalls and have a thorough understanding of the function and location of each area. Elevators and Corridors | What should have occurred
  • 33. Thank You Disclaimer: This document has been prepared in good faith and for general informational purposes only. Nothing herein contains investment, legal, tax and/or other advice and investors should seek independent professional advice before making any investment decision. While reasonable care has been taken to ensure that the sources of information herein are reliable, no guarantee is provided to the accuracy or completeness of such information (and the same may not be independently verified or audited) and no liability is accepted for any inaccuracy or omission. Please stay tuned for the next issue
  • 34. A boutique real estate firm, we partner with hotel and resort developers to deliver alternative real estate products. About us July 2013
  • 35. July 2013 Alternaty is a boutique real estate firm providing a suite of consulting services throughout the development lifecycle. Headquarter in HCMC Vietnam, with associates in Thailand, Myanmar Indonesia and the Maldives. Our team has 17 years of combined experience in the real estate industry with an extensive track record in hotel and resort advisory in Indochina Region More than 40 hotel and resort valuations in Vietnam, Lao and Cambodia. More than 35 feasibility and market studies. 12 Operator selection advisory assignments. Vast experience in mixed used residential resorts, rental pool structure and fractional ownership. Alternaty Alternative Real Estate
  • 36. July 2013 How Can We Help You? About Alternaty • We are a real estate consulting firm providing specialist advice for real estate developers and investors. • Our approach is to forge partnerships with developers to provide a suite of consulting services including market research, development advisory, feasibly study and highest and best use analysis. • We specialise in the early stages of planning and development when accurate and detailed advisory adds significant value for the whole development and maximises the returns for developers, investors or any players involved throughout the development process. Investment Services Hotel Operator Selection Villa Management Hotel Pre-opening Services Hotel Operations Review
  • 37. July 2013 The Various Stages of the Property Lifecycle Our scope of services Land Planning Market research Feasibility study Valuation Hotel operator selection Development recommendations Highest and best use analysis Due diligence Investment Construction Design review (from operation stand point) Pre-opening budget Interior design review (from operation stand point) Facilities review Positioning and branding identity (operation stand point) Operator and consultant selection Organization chart review Pre-opening Interim GM service (pre-opening GM) Sale and marketing review Tailoring of hotel standard operating procedures (SOP) Hiring and training Pre-opening check list review and implementation Operation Owner representation service Periodic operational review and critical points analysis Training program Sales and marketing review Budget control and targets Online reputation control and review Upgrade Reposition Hotel operations review Inspection and operational analysis Service upgrade implementation and training Mystery guest service At any stage of the development process, hotel owners can benefit from professional advice.
  • 38. July 2013 Our Scope of Services About Alternaty • A boutique real estate firm providing a suite of consulting services throughout the development lifecycle. Investment Services Feasibility study Cash flow modelling Highest and best use analysis Development recommendations Valuation Sales & Marketing Exit strategy execution Alternative Real Estate Hotel Operator Selection Understanding the Client’s objectives Consideration of management options Preparation of biddings documents Collection of EOIs Comparison matrix of candidates Shortlist of suitable options Negotiation of commercial terms of MOU, TSA and HMA Villa Management Resort style management of second home projects Website bookings and reservation engine Villa Brand Standards Standard Operating Procedures Butler Services Hotel Pre- opening Services Functionality & Facilities Review Branding and Service Concept Hotel operation forms & tailored amenities list Organization chart and staff positioning Hiring and training Tailoring of hotel standard operating procedures (SOP) Hotel Operations Review Tailored monitor of hotel performance Inspection & operational analysis Full operational review of each department Departmental recommendations Implementation of Standard Operation Procedures (SOP) Monthly Supervision
  • 39. CVs of Alternaty Management Team
  • 40. July 2013 Executive Director +84 908 556 492 +84 836 028 591 gasparotti.mauro Responsibilities Mr. Gasparotti holds the position of Executive Director at Alternaty (Vietnam). In addition to his business development responsibilities, Mauro specialises in hotel investment and consultancy, feasibilities studies, cash flow analysis, market analysis, projects consultancy and operator selection. He also organizes the use and implementation of valuation models for hospitality assets and developments sites. Professional Experience Prior to co-founding Alternaty, Mr. Gasparotti set up and headed the Hotel Services department at CBRE Vietnam and before this he was a Senior Manager in the Valuation and Advisory department. Prior to joining CBRE, Mr Gasparotti worked in an international financial consulting firm in Vietnam. Following his graduation, Mr Gasparotti moved to Sydney in 2005 where he was employed at Colliers International as an assistant valuer within the Hotels department. Mr. Gasparotti was responsible for implementing valuation models and supporting the valuation process within the department. In Italy Mr. Gasparotti was employed at Praxi International, a leading Italian real estate consultancy firm, with the responsibility of developing investment and feasibility models for the firm. Mauro.gasparotti @alternaty.com Education E-Certificate in Hotel Investment and Asset Management, Cornell University Master of Business Administration (MBA in International Business Strategy), University of Newcastle, Australia Master of Science (Econometrics, Finance, Real Estate Finance), University of Parma, Italy Bachelor of Economics, University of Parma, Italy Mauro Gasparotti CVs of Alternaty Management Team
  • 41. July 2013 Executive Director +84 933 902 530 +84 836 028 591 rudolf.hever Responsibilities Mr. Hever holds the position of Executive Director at Alternaty (Vietnam). In addition to his business development responsibilities, Rudolf specialises in alternative ownership structuring and hotel and resort consulting. He has extensive experience in conducting feasibility studies of development projects across Vietnam for hotel, residential, retail, office and industrial projects to specialty properties such as golf courses, luxury villas and resorts. Professional Experience Prior to co-founding Alternaty, Mr. Hever was the Associate Director of the Research and Consulting department of CBRE Vietnam since 2007. During his tenure he was responsible for elevating the department to the market leading position within the industry. He is widely recognised for providing first class research and consulting services and is frequently quoted in the press and TV. rudolf.hever @alternaty.com Education Master of Science (Real Estate), University of Hong Kong Master of Real Estate, University of NSW, Sydney, Australia Bachelor of Commerce (Finance and Accounting), University of Sydney, Australia Credentials AAPI – Associate of the Australian Property Institute AFin – Associate of the Financial Services Institute of Australia Registered Property Valuer, Office of Fair Trading, Australia Undergoing accreditation by the Royal Institute of Chartered Surveyors (RICS) Rudolf Hever CVs of Alternaty Management Team
  • 42. July 2013 Head of Property Operations +84 973 714 848 +84 836 028 591 Responsibilities Mr. Casadevall holds the position of Head of Property Operations at Alternaty (Vietnam). In addition to his business development responsibilities, Mr. Casadevall specializes in property management and pre-opening services. He has extensive experience in organizing and supervising hotel and villa operation systems including all daily procedures, F&B outlets, capex and budget planing. Mr Casadevall is a professional hotel operations consultant and is the developer of a new lounge and resort concept in Phu Quoc. Professional Experience Mr. Casadevall has worked in the hospitality industry for 20 years in Spain, France, Switzerland, England, Andorra, Ecuador, Mexico and Dominican Republic. He has significant international experience as a General Manager of 4 different hotels and experience in other specific areas of 9 different hotels. joan.casadevall @alternaty.com Past Positions General Manager – Chenla Resort & Spa 4* – Phu Quoc – Vietnam General Manager – El Montanya Resort & Spa 4*– Seva (Barcelona) – Spain Sales Manager – Costa Brava Verd Hotels – Vall-llobrega, Spain General Manager – Hotel Catalonia Centro 4* – Madrid, Spain General Manager – Ahotels Piolets 4 * – Ahotels Piolets Park & Spa 4* – Soldeu, Andorra F&B Manager – Hotel Fiesta Palace Resort 5* – Playa Bavaro, Dominican Republic Joan Casadevall CVs of Alternaty Management Team
  • 43. July 2013 Senior Consultant +84 126 7380502 +84 836 028 591 leighann.chow Responsibilities Ms. Chow holds the position of Senior Consultant at Alternaty (Vietnam). Her main responsibilities are consultancy projects, market analysis and feasibility studies. Professional Experience Prior to joining Alternaty, she was Vice President at Citigroup in New York City for over six years within Pension Investments on the due diligence and selection of hedge fund investments team and directed portfolio performance analytics and risk metrics. Prior to Citigroup, she did market research and drove fundraising efforts at a boutique real estate private equity firm in New York. In addition, she led a project in Vietnam for a non-profit organization. leighann.chow @alternaty.com Education Masters of Business Administration (Finance & International Business), Fordham University, New York, USA Bachelor of Arts (Business Economics), University of California Santa Barbara, USA Leigh Ann Chow CVs of Alternaty Management Team
  • 44. July 2013 Business Development Manager +84 907 762 621 +84 836 028 591 ezio_rosa Responsibilities Mr. Rosa holds the position of Business Development Manager at Alternaty (Vietnam). His main responsibilities are to build on the market position of Alternaty by locating, developing, defining, negotiating and closing business relationships. In addition to his business development responsibilities, Ezio focuses on developing the sales and leasing department of the company by working closely with a team of brokers. His markets include luxury residential units, small offices in CBD locations, studio apartments and prime retail space. Professional Experience Prior to joining Alternaty, Mr Rosa was Sales Manager (UK Area) for Mionetto Spa (2003 – 2006) and Sales Director at Saeco Vietnam (2008 – 2009). He previously set up and developed business for a food and wine importer and distributor. Mr Rosa is the founder and Director of Rosa Global Ltd a trading company specialized in consulting and import/export activities.ezio.rosa @alternaty.com Education Maters Degree in Literature and Philosophy, University of Padua Padova, Italy. University of Reading, International Research Exchange, Berkshire, UK. Ezio Rosa CVs of Alternaty Management Team
  • 45. July 2013 Executive Assistant +84 934 345 630 +84 836 028 591 nhung.pham222 Responsibilities Ms. Nhung holds the position of Executive Assistant at Alternaty (Vietnam). Her main responsibilities are assisting the management team on daily activities along with being responsible for client accounts and consultancy projects. She is in charge of client communication, internal/external meetings, presentations and working progress schedule. In addition to her business development responsibilities, Ms. Nhung is also in charge of controlling accounting and marketing functions as well as training and supervision of junior staff. Joining Alternaty since very early days, she has been working with almost all key projects and clients of Alternaty. Professional Experience Prior to joining Alternaty, she was part of the Hotel Services Department Team in CBRE Vietnam and in charge of market research.nhung.pham @alternaty.com Education Bachelor of Business Administration, University of Industry, HCMC Certificate of Finance and Banking, University of Economics, HCMC Nhung Pham CVs of Alternaty Management Team
  • 46. July 2013 Guest Service Manager +84 933 566 678 +84 836 028 591 ngocdung.thai Responsibilities Ms. Dung holds the position of Guest Relations Manager at Alternaty (Vietnam). Her main responsibilities are managing the villa management team, including reservations, front office procedures, guest relations and concierge services. In her role as leader of villa management team, her tasks include organizing and training the extra services staff as well as training and supervision of butlers and guest service attendants. Ms Dung brings to the team extensive experience in international hotel operational procedures having been involved in several different roles in five star branded hotels in HCMC and Hanoi. Professional Experience Prior to joining Alternaty, she was Senior Guest Relation Officer at the InterContinental Asiana Saigon Hotel, InterContinental Hanoi Westlake and Guest Relations Officer at the Caravelle Hotel in HCMC. dung.thai @alternaty.com Education International Front Office Certificate, Saigon Tourist Hotel & Tourism College, HCMC Restaurant Operations Certificate, Saigon Tourist Hotel & Tourism College, HCMC Dung Thai CVs of Alternaty Management Team
  • 47. July 2013 Alternaty Hotels + Resorts Newsletter Annex • Each edition of the Alternaty Hotels + Resorts Newsletter features a certain Real Estate Market and has the following international coverage • Sent to more than 10,000 active real estate players in Asia Pacific • Campaign Monitor software used to track feedback of recipients • Use of Social Media Channels including Slide Share, LinkedIn, Facebook, Website Blog) • The Newsletter generally contains the following topics: • Real Estate Market Overview • Location • Access • Supply • Demand • Seasonality • Hotel Performance • Operating Costs • Land Price • Economics Update • Regional News Update • Feature Article • Investment Opportunities
  • 48. July 2013 Alternaty in the Press Annex Rudolf Hever, interviewed on HTV9, speaking at the Vietnam Hospitality Management Conference on “Fractional Models: Opportunities and Risks”, November 2012. “Vietnam’s island paradise: but where are the residential products?”, Rudolf Hever, The Property Report, Dec 12 – Jan 13 “Vietnam’s island paradise: but where are the residential products?”, Rudolf Hever, The Property Report, Dec 12 – Jan 13 Mauro Gasparotti, interviewed on HTV9 (Nhip Cau Doanh Nhan - Businessman Bridge) on Fractional Sale and Timesharing Models, December 2012.
  • 49. July 2013 Conferences & Events Annex Left-Right: Mauro Gasparotti (L) and Rudolf Hever (R) presenting the award for Best Condo Vietnam (Hyatt Regency Danang to Mr Rick Mayo-Smith, Managing Director, Indochina Capital (C) at the South East Asia Property Awards 2012 in Singapore. Mauro Gasparotti (second from left) speaking at a panel discussion on “Vietnam – Finding the way forward” at the HICAP Update held in Singapore in March 2013. Left-Right: Mauro Gasparotti (third from left) speaking at a panel discussion on “Navigating into the future: Vietnam” at the the Asia Pacific Hotel Investment Conference heldin Bangkok in May 2013. Rudolf Hever (R) chairing a panel discussion on “Condo Hotel, Villas and Branded Residences – How Best to Accelerate Return of Capital?” at the Asia Pacific Hotel Investment Conference hled in Bangkok in May 2013.
  • 50. July 2013 Connect with Us! Alternaty Social Media Channels Annex Twitter Facebook LinkedIn og Blog SlideShare YouTube
  • 51. Alternaty Villas – Online Direct Booking Website Our Scope of Work: Villa Management July 2013
  • 52. Thank You Disclaimer: This document has been prepared in good faith and for general informational purposes only. Nothing herein contains investment, legal, tax and/or other advice and investors should seek independent professional advice before making any investment decision. While reasonable care has been taken to ensure that the sources of information herein are reliable, no guarantee is provided to the accuracy or completeness of such information (and the same may not be independently verified or audited) and no liability is accepted for any inaccuracy or omission.