Hotel planing and operation

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.