This report provides performance data for the Country Inn & Suites Norcross for June 2009 compared to its competitive set and various industry segments. Some key highlights:
- The hotel's occupancy was 30.5% for June, down 11.3% year-over-year and lower than the competitive set average of 57.7%. Revenue per available room (RevPAR) was $22.14, down 15.6% year-over-year.
- For the year-to-date period, the hotel's occupancy was 32.0%, down 24.5% year-over-year, and RevPAR was $23.89, down 26.1% year-over-year.
Tourism's economic importance to the Transylvania Co. & Brevard North Carolina's economy. Tourist spending, jobs & taxes generated. Includes counties in Western North Carolina. Presentation to Transylvania Co. Brevard Chamber of Commerce and Brevard College.
Hospitality Lawyer with pearls from NYU - Bjorn Hanson & Economists 6 2 08Jim Butler
Hotel Lawyer in NY. We cover many topics at wwwHotelLawBlog.com, but ne of the things that has fascinated me about the hospitality industry for more than 20 years now, is the close -- almost intimate -- relationship of industry performance to the U.S. economy's performance. Some might say this is intuitive, that when the economy does well, all business does well. But that is not always true. There are some businesses which do better in hard times, like discount and bargain stores, and there are some that seem impervious, like ultra luxury goods. However the relationship of the lodging industry's performance to the general economy, has been carefully documented by the experts, and it is worth noting. The implications are interesting.
Here is the presentation made at the NYU Hotel Investment Conference on June 2, 2008, along with his other panelists about the current state of our domestic and global economy, along with implications for the hospitality industry.
Tourism's economic importance to the Transylvania Co. & Brevard North Carolina's economy. Tourist spending, jobs & taxes generated. Includes counties in Western North Carolina. Presentation to Transylvania Co. Brevard Chamber of Commerce and Brevard College.
Hospitality Lawyer with pearls from NYU - Bjorn Hanson & Economists 6 2 08Jim Butler
Hotel Lawyer in NY. We cover many topics at wwwHotelLawBlog.com, but ne of the things that has fascinated me about the hospitality industry for more than 20 years now, is the close -- almost intimate -- relationship of industry performance to the U.S. economy's performance. Some might say this is intuitive, that when the economy does well, all business does well. But that is not always true. There are some businesses which do better in hard times, like discount and bargain stores, and there are some that seem impervious, like ultra luxury goods. However the relationship of the lodging industry's performance to the general economy, has been carefully documented by the experts, and it is worth noting. The implications are interesting.
Here is the presentation made at the NYU Hotel Investment Conference on June 2, 2008, along with his other panelists about the current state of our domestic and global economy, along with implications for the hospitality industry.
Alan B. Kruegar, Chairman of the President's Council of Economic Advisers, spoke on reversing the middle class jobs deficit on April 26, 2012 at Columbia University
The Greek Hospitality newsletter of GBR Consulting provides a snapshot of the performance of Greek hotels based on a sample of more than 180 hotels & resorts in Greece. This hotel data is complemented by data from other sources so as to place the Greek hospitality industry in the perspective of Greek tourism and of the International Hospitality Industry.
AHIC is the Middle East’s annual meeting place for the region’s most senior hotel investors, developers, operators and advisors. It is the annual conference that connects business leaders from international and local markets to do deals across the region. This presentation illustrates the opportunities in the hotel market and highlight current top performers. Regions are analyzed in terms of their occupancy rate, average daily rate and revenue per available room. The hotel pipelines for these markets are equally looked at.
Succession “Losers”: What Happens to Executives Passed Over for the CEO Job?
By David F. Larcker, Stephen A. Miles, and Brian Tayan
Stanford Closer Look Series
Overview:
Shareholders pay considerable attention to the choice of executive selected as the new CEO whenever a change in leadership takes place. However, without an inside look at the leading candidates to assume the CEO role, it is difficult for shareholders to tell whether the board has made the correct choice. In this Closer Look, we examine CEO succession events among the largest 100 companies over a ten-year period to determine what happens to the executives who were not selected (i.e., the “succession losers”) and how they perform relative to those who were selected (the “succession winners”).
We ask:
• Are the executives selected for the CEO role really better than those passed over?
• What are the implications for understanding the labor market for executive talent?
• Are differences in performance due to operating conditions or quality of available talent?
• Are boards better at identifying CEO talent than other research generally suggests?
Alan B. Kruegar, Chairman of the President's Council of Economic Advisers, spoke on reversing the middle class jobs deficit on April 26, 2012 at Columbia University
The Greek Hospitality newsletter of GBR Consulting provides a snapshot of the performance of Greek hotels based on a sample of more than 180 hotels & resorts in Greece. This hotel data is complemented by data from other sources so as to place the Greek hospitality industry in the perspective of Greek tourism and of the International Hospitality Industry.
AHIC is the Middle East’s annual meeting place for the region’s most senior hotel investors, developers, operators and advisors. It is the annual conference that connects business leaders from international and local markets to do deals across the region. This presentation illustrates the opportunities in the hotel market and highlight current top performers. Regions are analyzed in terms of their occupancy rate, average daily rate and revenue per available room. The hotel pipelines for these markets are equally looked at.
Succession “Losers”: What Happens to Executives Passed Over for the CEO Job?
By David F. Larcker, Stephen A. Miles, and Brian Tayan
Stanford Closer Look Series
Overview:
Shareholders pay considerable attention to the choice of executive selected as the new CEO whenever a change in leadership takes place. However, without an inside look at the leading candidates to assume the CEO role, it is difficult for shareholders to tell whether the board has made the correct choice. In this Closer Look, we examine CEO succession events among the largest 100 companies over a ten-year period to determine what happens to the executives who were not selected (i.e., the “succession losers”) and how they perform relative to those who were selected (the “succession winners”).
We ask:
• Are the executives selected for the CEO role really better than those passed over?
• What are the implications for understanding the labor market for executive talent?
• Are differences in performance due to operating conditions or quality of available talent?
• Are boards better at identifying CEO talent than other research generally suggests?
Fundamental Analysis and Analyst Recommendations - China RailwayBCV
Fundamental Analysis & Analyst Recommendations - China Railway
Thematic Investments: China Railway
Rapid & Efficient Transportation Supports China's Ascent
INVESTMENT RATIONALE
* The length of China’s rail network is planned to reach a total track length of 120'000 km under the current five-year plan, from 20'000 km in 1949.
o The People’s Republic of China boasts the world’s third-longest railway network behind the USA and Russia.
o China is the only country in the world that has significantly expanded its railway infrastructure in recent years and is poised to build it out further in the future.
* Rapid & efficient transportation systems underpin China’s social and economic development.
o By the end of 2011, the People's Republic of China had a total urban population of 700 million or 53% of total population, rising from 26% in 1990.
+ The train is China's main means of transportation. With a population of just under 1.34 billion and a population density of 140/km², China is facing ever-growing transportation needs.
+ The massive ongoing rural exodus is a major challenge for China’s intercity transportation system.
o Rapid economic growth requires efficient transportation systems.
+ The expansion and rationalization of railways (dedicated freight lines) will boost China’s productivity by enabling raw materials and manufactured goods to reach their destination faster and more economically.
* Expanding and upgrading its railway system allows China to address many of its transportation problems, as the rail offers speed, reliability, and cost efficiency (low per-unit transportation costs) on the largest scale possible.
o Despite a temporary halt caused by the 2011 train wreck, the great railroad expansion will resume chugging forward as the social and economic significance of an efficient railway system is key for China's future
o The government's goal is to dramatically increase the speed and efficiency of intercity links, while expanding the current railway network inland to Western countries, therefore creating new efficient trade routes.
o The expansion and building of railroad infrastructure is likely to give companies operating in the railway industry full order books in the years ahead.
o Alongside rail construction companies, rolling stock manufacturers and maintenance, transport and technology firms can also partake in the government’s expansion plans.
Palm Springs Area Listings Sold By Calendar Quarter (Through March 2010)SDM: Music Venture
Nine quarters of Palm Springs area sales activity through first quarter 2010.
(Charts provided by Real Data Strategies through the California Desert Association of Realtors.
Vancouver, BC – August 11, 2011. The British Columbia Real Estate Association (BCREA) reports that Multiple Listing Service® (MLS®) residential unit sales in the province rose 12.9 per cent to 6,533 units in July compared to the same month last year. The average MLS® residential price climbed 10 per cent to 540,877 last month compared to July 2010.
1. United Kingdom United States
Blue Fin Building 735 East Main Street
110 Southwark Street Hendersonville
London SE1 0TA TN 37075
Phone: +44 (0)20 7922 1930 Phone: +1 (615) 824 8664
Fax: +44 (0)20 7922 1931 Fax: +1 (615) 824 3848
www.strglobal.com
Country Inn & Suites Norcross Monthly STAR Report
For the Month of: June 2009 STR #: 38142 Date Created: July 22, 2009
Tab
Table of Contents 1
Monthly Performance at a Glance 2
STAR Summary 3
Competitive Set Report 4
Response Report 5
Day of Week & Weekday/Weekend 6
Daily Data for the Month 7
Help 8
2. Tab 2 - Monthly Performance at a Glance - My Property vs. Competitive Set
Country Inn & Suites Norcross 5970 Jimmy Carter Blvd Norcross, GA 30071-2912 Phone: (770) 449-5051
STR # 38142 ChainID: NORC MgtCo: None Owner: None
For the Month of: June 2009 Date Created: July 22, 2009 Monthly Competitive Set Data Excludes Subject Property
June 2009
Occupancy (%) ADR RevPAR
My Prop Comp Set Index My Prop Comp Set Index My Prop Comp Set Index
Current Month 30.5 57.7 52.8 72.68 63.58 114.3 22.14 36.70 60.3
Year To Date 32.0 52.0 61.6 74.60 64.32 116.0 23.89 33.45 71.4
Running 3 Month 30.6 52.4 58.5 72.58 63.22 114.8 22.22 33.11 67.1
Running 12 Month 36.3 56.7 64.1 75.32 65.53 114.9 27.36 37.16 73.6
June 2009 vs. 2008 Percent Change (%)
Occupancy ADR RevPAR
My Prop Comp Set Index My Prop Comp Set Index My Prop Comp Set Index
Current Month -11.3 -17.0 7.0 -4.9 -5.4 0.5 -15.6 -21.5 7.5
Year To Date -24.5 -21.2 -4.2 -2.1 -6.6 4.8 -26.1 -26.4 0.4
Running 3 Month -28.5 -23.9 -6.1 -6.2 -8.2 2.2 -33.0 -30.1 -4.1
Running 12 Month -22.6 -14.0 -10.0 -1.1 -4.3 3.3 -23.4 -17.7 -7.0
SMITH TRAVEL RESEARCH
3. Tab 3 - STAR Summary - My Property vs. Comp Set and Industry Segments
Country Inn & Suites Norcross 5970 Jimmy Carter Blvd Norcross, GA 30071-2912 Phone: (770) 449-5051
STR # 38142 ChainID: NORC MgtCo: None Owner: None
For the Month of: June 2009 Date Created: July 22, 2009 Monthly Competitive Set Data Excludes Subject Property
Occupancy (%) Supply
Current Running 3 Running 12 Month % Run 3 Mon % Run 12 Mon
% Chg Year to Date % Chg % Chg % Chg YTD % Chg
Month Month Month Chg Chg % Chg
Country Inn & Suites Norcross 30.5 -11.3 32.0 -24.5 30.6 -28.5 36.3 -22.6 0.0 -0.5 0.0 -0.3
Market: Atlanta, GA 55.6 -11.4 53.3 -13.9 54.5 -12.9 54.5 -11.3 2.1 1.5 1.6 1.3
Market Class: Midscale w/o F&B Class 55.5 -12.2 51.9 -15.5 53.6 -15.2 52.9 -12.9 3.6 3.7 3.8 3.2
Tract: Atlanta Chamblee/Norcross 48.6 -12.7 46.0 -14.8 47.5 -15.7 48.8 -10.8 -4.8 -4.5 -4.8 -3.3
Tract Scale: Midscale Chains 38.3 -17.8 35.8 -20.6 37.2 -21.7 38.5 -16.1 -9.7 -8.9 -9.7 -5.2
Competitive Set: Competitors 57.7 -17.0 52.0 -21.2 52.4 -23.9 56.7 -14.0 0.0 0.0 0.0 0.0
Average Daily Rate Demand
Current Running 3 Running 12 Month % Run 3 Mon % Run 12 Mon
% Chg Year to Date % Chg % Chg % Chg YTD % Chg
Month Month Month Chg Chg % Chg
Country Inn & Suites Norcross 72.68 -4.9 74.60 -2.1 72.58 -6.2 75.32 -1.1 -11.3 -24.9 -28.5 -22.8
Market: Atlanta, GA 80.85 -10.3 85.37 -7.4 83.37 -8.5 87.69 -3.6 -9.5 -12.6 -11.5 -10.2
Market Class: Midscale w/o F&B Class 75.71 -9.2 77.62 -7.2 76.62 -8.3 79.94 -3.7 -9.0 -12.4 -12.0 -10.0
Tract: Atlanta Chamblee/Norcross 56.08 -10.8 57.97 -9.2 57.12 -10.0 59.99 -4.8 -16.8 -18.6 -19.7 -13.7
Tract Scale: Midscale Chains 66.04 -9.3 68.63 -5.9 67.53 -7.6 70.83 -1.7 -25.8 -27.7 -29.3 -20.5
Competitive Set: Competitors 63.58 -5.4 64.32 -6.6 63.22 -8.2 65.53 -4.3 -17.0 -21.2 -23.9 -14.0
RevPAR Revenue
Current Running 3 Running 12 Month % Run 3 Mon % Run 12 Mon
% Chg Year to Date % Chg % Chg % Chg YTD % Chg
Month Month Month Chg Chg % Chg
Country Inn & Suites Norcross 22.14 -15.6 23.89 -26.1 22.22 -33.0 27.36 -23.4 -15.6 -26.5 -33.0 -23.6
Market: Atlanta, GA 44.92 -20.6 45.50 -20.3 45.44 -20.2 47.83 -14.5 -18.9 -19.1 -18.9 -13.4
Market Class: Midscale w/o F&B Class 42.05 -20.3 40.29 -21.5 41.09 -22.2 42.31 -16.1 -17.4 -18.7 -19.3 -13.4
Tract: Atlanta Chamblee/Norcross 27.25 -22.1 26.69 -22.6 27.12 -24.2 29.27 -15.0 -25.8 -26.0 -27.8 -17.8
Tract Scale: Midscale Chains 25.33 -25.4 24.55 -25.3 25.14 -27.6 27.30 -17.6 -32.7 -31.9 -34.7 -21.9
Competitive Set: Competitors 36.70 -21.5 33.45 -26.4 33.11 -30.1 37.16 -17.7 -21.5 -26.4 -30.1 -17.7
Census/Sample - Properties & Rooms Pipeline
Census Sample Sample % Market: Atlanta, GA
Properties Rooms Properties Rooms Rooms Under Construction Planning
Market: Atlanta, GA 776 93012 596 79381 85.3 Properties Rooms Properties Rooms
Market Class: Midscale w/o F&B Class 213 18959 206 18330 96.7 23 3251 94 10181
Tract: Atlanta Chamblee/Norcross 56 7367 48 6285 85.3
Tract Scale: Midscale Chains 18 2425 18 2425 100.0 See Help page for pipeline definitions.
Competitive Set: Competitors 4 473 4 473 100.0
SMITH TRAVEL RESEARCH
4. Tab 4 - Competitive Set Report
Country Inn & Suites Norcross 5970 Jimmy Carter Blvd Norcross, GA 30071-2912 Phone: (770) 449-5051
STR # 38142 ChainID: NORC MgtCo: None Owner: None
For the Month of: June 2009 Date Created: July 22, 2009 Monthly Competitive Set Data Excludes Subject Property
Monthly Indexes RevPAR Percent Change
124 2
114 -3
104 -8
-13
94
-18
84 -23
74 -28
-33
64
-38
54 Year to Date Running 3 Month Running 12 Month
44
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun My Property Competitive Set
2008 2009 Year To Date Running 3 Month Running 12 Month
Occupancy (%)
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun 2007 2008 2009 2007 2008 2009 2007 2008 2009
My Property 46.1 35.9 43.7 53.5 40.8 34.3 55.1 43.9 44.8 37.1 33.9 28.4 29.2 40.1 31.7 34.9 26.6 30.5 54.4 42.4 32.0 58.5 42.8 30.6 55.8 46.9 36.3
Competitive Set 56.8 66.3 66.8 72.4 64.5 69.6 75.2 68.6 65.3 64.3 48.0 46.4 47.4 56.2 51.7 52.9 46.7 57.7 62.7 66.0 52.0 64.1 68.8 52.4 63.1 65.9 56.7
Index 81.1 54.1 65.4 73.9 63.2 49.3 73.3 64.1 68.6 57.7 70.7 61.2 61.7 71.3 61.2 66.1 56.9 52.8 86.8 64.3 61.6 91.2 62.3 58.5 88.4 71.2 64.1
Rank 5 of 5 5 of 5 5 of 5 5 of 5 5 of 5 5 of 5 5 of 5 5 of 5 5 of 5 5 of 5 5 of 5 5 of 5 5 of 5 5 of 5 5 of 5 5 of 5 5 of 5 5 of 5 4 of 5 5 of 5 5 of 5 3 of 5 5 of 5 5 of 5 4 of 5 5 of 5 5 of 5
% Chg
My Property -10.0 -22.9 -17.3 -14.4 -27.2 -39.9 -15.4 -32.4 -9.3 -33.0 -22.8 -2.4 -36.6 11.7 -27.5 -34.7 -34.8 -11.3 -20.4 -22.1 -24.5 -16.2 -26.8 -28.5 -21.1 -15.9 -22.6
Competitive Set 3.3 4.9 1.8 13.0 1.5 7.3 9.4 -11.6 -3.7 -6.5 -17.6 -13.7 -16.6 -15.3 -22.5 -26.9 -27.6 -17.0 -1.2 5.3 -21.2 0.8 7.2 -23.9 -2.0 4.4 -14.0
Index -12.9 -26.5 -18.7 -24.3 -28.3 -44.0 -22.7 -23.5 -5.8 -28.4 -6.2 13.1 -23.9 31.9 -6.4 -10.6 -9.9 7.0 -19.5 -26.0 -4.2 -16.8 -31.7 -6.1 -19.4 -19.5 -10.0
Rank 5 of 5 5 of 5 5 of 5 5 of 5 5 of 5 5 of 5 5 of 5 5 of 5 4 of 5 5 of 5 4 of 5 2 of 5 5 of 5 1 of 5 3 of 5 5 of 5 5 of 5 3 of 5 5 of 5 5 of 5 5 of 5 5 of 5 5 of 5 4 of 5 5 of 5 5 of 5 5 of 5
2008 2009 Year To Date Running 3 Month Running 12 Month
ADR
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun 2007 2008 2009 2007 2008 2009 2007 2008 2009
My Property 70.81 79.39 75.89 77.75 77.77 76.45 75.32 76.32 73.45 79.22 75.08 76.48 75.55 76.60 77.19 73.11 71.81 72.68 73.02 76.19 74.60 72.64 77.41 72.58 73.18 76.16 75.32
Competitive Set 67.80 69.15 69.26 70.76 68.64 67.19 68.09 66.59 67.31 67.45 64.78 63.42 65.34 65.37 65.63 63.93 62.02 63.58 69.47 68.83 64.32 69.92 68.89 63.22 67.71 68.48 65.53
Index 104.4 114.8 109.6 109.9 113.3 113.8 110.6 114.6 109.1 117.5 115.9 120.6 115.6 117.2 117.6 114.4 115.8 114.3 105.1 110.7 116.0 103.9 112.4 114.8 108.1 111.2 114.9
Rank 2 of 5 2 of 5 2 of 5 2 of 5 2 of 5 2 of 5 2 of 5 2 of 5 2 of 5 1 of 5 1 of 5 1 of 5 2 of 5 1 of 5 1 of 5 1 of 5 1 of 5 1 of 5 2 of 5 2 of 5 1 of 5 2 of 5 2 of 5 1 of 5 2 of 5 2 of 5 1 of 5
% Chg
My Property -2.4 9.9 0.8 5.3 9.9 4.4 0.1 4.5 -3.6 1.4 -5.4 0.1 6.7 -3.5 1.7 -6.0 -7.7 -4.9 7.7 4.3 -2.1 3.1 6.6 -6.2 13.8 4.1 -1.1
Competitive Set -1.4 1.6 -1.1 -1.6 -1.3 -1.7 -1.4 -2.9 0.2 -4.6 -3.8 -2.5 -3.6 -5.5 -5.2 -9.7 -9.6 -5.4 6.1 -0.9 -6.6 5.5 -1.5 -8.2 5.9 1.1 -4.3
Index -1.0 8.1 1.9 7.0 11.4 6.2 1.5 7.5 -3.9 6.3 -1.6 2.7 10.7 2.1 7.3 4.1 2.2 0.5 1.6 5.3 4.8 -2.3 8.2 2.2 7.5 2.9 3.3
Rank 4 of 5 1 of 5 2 of 5 2 of 5 1 of 5 1 of 5 2 of 5 1 of 5 4 of 5 3 of 5 4 of 5 2 of 5 1 of 5 2 of 5 2 of 5 2 of 5 4 of 5 3 of 5 2 of 5 1 of 5 2 of 5 4 of 5 1 of 5 3 of 5 1 of 5 1 of 5 2 of 5
2008 2009 Year To Date Running 3 Month Running 12 Month
RevPAR
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun 2007 2008 2009 2007 2008 2009 2007 2008 2009
My Property 32.62 28.47 33.15 41.57 31.71 26.25 41.50 33.53 32.90 29.39 25.48 21.71 22.08 30.69 24.45 25.54 19.09 22.14 39.74 32.32 23.89 42.51 33.16 22.22 40.84 35.73 27.36
Competitive Set 38.53 45.85 46.23 51.20 44.29 46.75 51.21 45.65 43.97 43.34 31.11 29.42 30.97 36.73 33.95 33.81 28.96 36.70 43.54 45.43 33.45 44.84 47.38 33.11 42.75 45.14 37.16
Index 84.7 62.1 71.7 81.2 71.6 56.1 81.0 73.5 74.8 67.8 81.9 73.8 71.3 83.6 72.0 75.5 65.9 60.3 91.3 71.1 71.4 94.8 70.0 67.1 95.5 79.1 73.6
Rank 4 of 5 5 of 5 5 of 5 4 of 5 4 of 5 5 of 5 5 of 5 5 of 5 5 of 5 5 of 5 4 of 5 5 of 5 5 of 5 5 of 5 5 of 5 4 of 5 5 of 5 5 of 5 4 of 5 5 of 5 5 of 5 4 of 5 5 of 5 5 of 5 4 of 5 5 of 5 5 of 5
% Chg
My Property -12.2 -15.2 -16.7 -9.9 -20.0 -37.3 -15.3 -29.4 -12.6 -32.0 -26.9 -2.3 -32.3 7.8 -26.2 -38.6 -39.8 -15.6 -14.3 -18.7 -26.1 -13.6 -22.0 -33.0 -10.1 -12.5 -23.4
Competitive Set 1.9 6.6 0.7 11.3 0.1 5.5 7.9 -14.1 -3.5 -10.8 -20.7 -15.9 -19.6 -19.9 -26.6 -34.0 -34.6 -21.5 4.8 4.3 -26.4 6.3 5.7 -30.1 3.7 5.6 -17.7
Index -13.8 -20.5 -17.2 -19.0 -20.1 -40.5 -21.5 -17.7 -9.4 -23.8 -7.8 16.1 -15.8 34.6 0.5 -7.0 -7.9 7.5 -18.2 -22.1 0.4 -18.7 -26.2 -4.1 -13.4 -17.1 -7.0
Rank 5 of 5 5 of 5 5 of 5 5 of 5 5 of 5 5 of 5 5 of 5 5 of 5 5 of 5 5 of 5 5 of 5 1 of 5 5 of 5 1 of 5 3 of 5 4 of 5 5 of 5 2 of 5 5 of 5 5 of 5 3 of 5 5 of 5 5 of 5 5 of 5 5 of 5 5 of 5 5 of 5
Exchange Rate* SMITH TRAVEL RESEARCH
5. Tab 5 - Response Report
Country Inn & Suites Norcross 5970 Jimmy Carter Blvd Norcross, GA 30071-2912 Phone: (770) 449-5051
STR # 38142 ChainID: NORC MgtCo: None Owner: None
For the Month of: June 2009 Date Created: July 22, 2009
This Year June 2009 (This Year) June 2008 (Last Year)
Jun 21st - Father's Day Sun Mon Tue Wed Thu Fri Sat Sun Mon Tue Wed Thu Fri Sat
1 2 3 4 5 6 1 2 3 4 5 6 7
7 8 9 10 11 12 13 8 9 10 11 12 13 14
14 15 16 17 18 19 20 15 16 17 18 19 20 21
21 22 23 24 25 26 27 22 23 24 25 26 27 28
28 29 30 29 30
Last Year
Jun 15th - Father's Day
2007 2008 2009
May
May
Aug
Sep
Nov
Dec
Aug
Sep
Nov
Dec
Feb
Mar
Feb
Mar
Jan
Jun
Jan
Jun
Oct
Apr
Oct
Apr
Jul
Jul
STR# Name City, State Zip Phone Rooms Open Date
38142 Country Inn & Suites Norcross Norcross, GA 30071-2912 (770) 449-5051 50 199904 ••••••••••••••••••••••••
11680 La Quinta Inn Atlanta Norcross Norcross, GA 30093-1703 (770) 368-9400 120 198812 ••••••••••••••••••••••••
26500 Courtyard Atlanta Norcross I 85 Norcross, GA 30093-1206 (770) 242-7172 122 198805 ••••••••••••••••••••••••
33341 Drury Inn & Suites Atlanta Northeast Norcross, GA 30071-2927 (770) 729-0060 136 199705 ••••••••••••••••••••••••
35716 TownePlace Suites Atlanta Norcross Peachtree Norcross, GA 30071-1210 (770) 447-8446 95 199803 ••••••••••••••••••••••••
523
Data received:
• = Monthly Only
• = Monthly & Daily
SMITH TRAVEL RESEARCH
8. Tab 8 - Help
Definitions
ADR (Average Daily Rate) - Room revenue divided by rooms sold
Competitive (Comp) Set - A peer group of competitive hotels selected by hotel management to benchmark the subject property’s performance.
Contract - Rooms sold/revenue from bookings sold at rates stipulated by contracts including airline crews and permanent guests.
Exchange Rate - The factor used to convert revenue from US Dollars to the local currency. Reports display the monthly exchange rates (the rate on the last day of the month) and the daily exchange rates on the Daily by Month pages.
STR obtains exchange rate data from Oanda.com. Any aggregated number in the report (YTD, Running 3 month, Running 12 month) uses the exchange rate of each relative month when calculating the data.
Food & Beverage Revenue (F&B) - Revenue derived from food and beverage sales.
Group - Rooms sold/revenue from bookings sold simultaneously in blocks of ten (10) or more.
Index (Occupancy, ADR, RevPar) - Property performance divided by competitive set performance multiplied by 100.
Market Class - Class is an industry categorization which includes chain-affiliated and independent hotels. The class for a chain-affiliated hotel is the same as its chain scale. An independent hotel is assigned a class based on its ADR,
relative to that of the chain hotels in their geographic proximity. There are six (6) class groups: Luxury, Upper Upscale, Upscale, Midscale with F&B, Midscale without F&B, and Economy.
Market Class Combined (or Collapsed) – If a single class segment is insufficient for reporting, classes are combined. There are three combined class segments: Luxury and Upper Upscale, Upscale and Midscale w/ F&B,
and Midscale w/o F&B and Economy.
Market Scale - Hotels located in the subject property’s market and classified in the subject property’s STR chain scale segment. There are seven (7) scale groups; Luxury, Upper Upscale, Upscale, Midscale with F&B, Midscale without F&B, Economy and Independent.
Market Scale (Collapsed) – Hotels located in the subject property’s market and classified in the subject property’s STR chain scale segment. There are two (2) market scale (collapsed) groups; Upscale (includes Luxury, Upper Upscale, Upscale, Independent) and
Midscale/Economy (includes Midscale with F&B, Midscale without F&B, Economy).
MTD (Month to Date) - If a month ends during the current week, the MTD number would represent the month that ended.
Occupancy - Rooms sold divided by rooms available multiplied by 100.
Other Revenue - All hotel revenue other than room and food and beverage revenue.
Percent Change (% Chg) - Amount of growth – up, down or flat – this period versus same period last year (day, week, running 28 days, running month-to-date). Calculated as ((TY-LY)/LY)*100.
Percent Change Rank (Occupancy, ADR, RevPar) - The percent change for the property is compared to the percent change of each hotel in the comp set.
Rank (Occupancy, ADR, RevPar) - Property performance ranked versus hotels in the competitive set (e.g. a “3 of 6” ADR ranking means the subject hotel’s absolute ADR is third highest of the six competitors).
RevPAR (Revenue per Available Room) - Room revenue divided by rooms available
Room Revenue - Revenue derived from guestroom rental.
Segmented Data - Rooms sold and revenue data broken down by Transient, Group, and Contract.
Tract Scale – Hotels located in the subject property’s tract and classified in the subject property’s STR chain scale segment. There are four (4) tract scale groups; Upscale (includes Luxury, Upper Upscale, Upscale), Midscale (includes Midscale with F&B,
Midscale without F&B), Economy and Independent.
Transient - Rooms sold/revenue from guests with reservations at Rack, Corporate, Corporate Negotiated, Package, Government or foreign traveler rates.
Planning - The project will go out for bids, construction will start within 4 months, or an architect/engineer has been selected for the project and plans are underway.
Under Construction - Ground has been broken or the owner is finalizing bids on the prime (general) contract.
FAQ
How is my hotel performing versus competition?
The monthly STAR report provides timely occupancy, average room rate, revenue per available room benchmarking of your hotel’s performance versus your own selected competitors and an STR defined industry segment.
Is my hotel’s data included in the competitive numbers?
It depends on your preference. Check the summary page to see if your hotel’s data is included or excluded in the competitive set numbers.
How does STR determine currency and exchange rates?
Currency is user-defined and is displayed at the top of the report. STR obtains exchange rate data from Oanda.com.
How are percentage changes computed?
Hotel and competitive performance changes are measured against same period prior year.
Why do my percentage change numbers have such a large range?
The data for this year vs. the same period last year may vary greatly. Consider if you sold 2294 rooms this year vs. 743 last year, the percent change would be 208.7% ((2294-743)/743)*100.
What is an index?
An index is an easy way to compare your hotel’s performance versus competition. An index of 100 or higher means your hotel’s absolute performance is the same or better than competition.
What does the “Rank” information mean?
Your hotel’s performance is ranked against the other properties in your competitive set. If your hotel’s RevPAR rank is “2 of 6”, that means your hotel’s RevPAR was second highest of the six hotels in your competitive set.
What does “running 28 days” mean?
The most recent 28 days historical performance. The running 28 day numbers are based on the most current 28-day period, ending with the last day included in the weekly report.
What does “run MTD” mean?
Running month-to-date. The MTD numbers are based on a calendar month and include all days of the same month, through the most recent calendar day included in the report. If the most recent week’s reporting includes data in
two calendar months, the MTD numbers only include data from the recently ended month.
What if there are blanks in my competitive set numbers?
Your competitive set did not include sufficient data for reporting. A minimum of three (3) hotels excluding the subject property must report data in order for STR to provide competitive set performance.
What if there are blanks in my competitive set percentage change?
Your competitive set did not include sufficient data for reporting prior year data.
What is "Pipeline" on the Summary Tab?
Pipeline data is generated based on the STR/TWR/Dodge Construction Supply Pipeline database and details hotels that are being planned but not yet open. Every month STR receives data feeds from its hotel clients and Dodge Construction to create
the definitive database for hotels in planning, pre-planning or under construction. The data is widely used by investment banks, development groups and hotel owners to estimate future nationwide supply growth and track supply changes in the market.
Who can I contact if I have more questions?
Check out the glossary and FAQ at www.smithtravelresearch.com or e-mail info@smithtravelresearch.com
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