Common Mistake in Hotel Planning and Operation

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

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, dont forget to regularly check on our blog and social

media channels for the latest releases and updates.

Sincerely,


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

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 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

OMG what

should you have

done?

Restaurant & Bar

Lobby

Back of the House

Elevators & Corridors

Guest Room & Bathroom

Lighting Design Errors in

Guest Room

Dcor Design Errors in Guest

Room

Spa & Gym

Swimming Pool

Lighting

Building Safety & Security

Electrical Outlets Design

OMG what did

you do

wrong?

Room Design

We cant 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?

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.

Room Design | What went wrong?

9

Karaoke machine cannot be used because there are insufficient electrical sockets in

the VIP room

Your VIPs will not feel like VIPs.

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 didnt 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.

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.

Bathroom Design

The

quality of

a room is

highly

influenced

by the

quality of

the

bathroom

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?

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 didnt 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

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

Food and Beverage

The profitability of the Food & Beverage department is all about the functionality of operation, not form of design

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.

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

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.

The overall perception of guests is highly influenced by the quality of the Lobby

and Public Areas

Lobby & Public Areas

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.

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

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

Back of House

The Back of House is the heart of the hotel. Bad design will seriously affect daily

operation

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.

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 heads 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.

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.

Spa, Gym & Swimming Pool

These areas especially important for guests who are looking for getaway and

leisure trips

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

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

Elevators and Corridors

The correct design and location of elevators and corridors will considerably

improve the mobility of guests and staff

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

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

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




About us

July 2013

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

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

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.

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

Clients 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

CVs of Alternaty Management Team

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


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.


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


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.


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


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.


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


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.


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


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.


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


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.


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


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

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.

Vietnams island paradise: but where are the residential products?, Rudolf Hever, The Property Report, Dec 12 Jan 13

Vietnams 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.

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.

July 2013

Connect with Us! Alternaty Social Media Channels

Annex

Twitter Facebook LinkedIn

og

Blog SlideShare YouTube

Alternaty Villas Online Direct Booking Website Our Scope of Work: Villa Management

July 2013

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.

Documents

Common Mistake in Hotel Planning and Operation