resort news - may 2016

Issue 237 | May 2016 | $13.75 inc. GST

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Special ReportsAnbang: Upstart’s takeover foray stuns hotel industry

Backpackers:Tax grab threatens labour access in two industries

management rights • hotels • motels • resorts • holiday parks • time share • hosted

Issue 237 | May 2016 | $13.75 inc. GSTresortnewsThe Monthly Magazine for Accommodation Industry Professionals www.accomnews.com.au

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TRAINED BY THE EXPERTS

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resortnewsEDITORIAL Rosie Clarke - [email protected]

Graham Vercoe - Industry Reporter Mandy Clarke - Industry Reporter

EDITORIAL CONTRIBUTORS

Andrew Morgan, Arvo Elias, Bridget Clark, Chris Irons, Col Myers, David Jackson, Eric Van Meurs, Graham Vercoe, John Mahoney, Mandy Clarke, Mark Shipton, Mike Phipps, Simon Barnard, Tambourine and Tony Rossiter

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front desk |

04

Front Desk

05 Editor's Note

06 Feedback

industry

10 News

16 Special Report – Anbang: Upstart’s takeover foray stuns hotel industry

17 Special Report – Backpackers: Tax grab threatens labour access in two industries

19 ARAMA Report

20 NSW Strata Report

20 BCCM Report

22 SCA Report

management

23 Legal Ease

24 By All Accounts

25 Motel Market

26 Thinking Accommodation

28 Intonet

29 To Market

30 Check In

32 Feature – Commercial Roof Repairs: How your roof can cost you less time and money

34 Feature – Creating the Ultimate Guest Sleep: The business of sleep

42 Feature – Photography: Selling the holiday experience with visual content

44 Feature – Pool Refurbishment: Ins-and-outs of swimming pool construction

tourism

47 Tourism Report

49 Tourism International

events & appointments

50 People

52 Events

developments

55 News

57 The Last Resort

property guide

60 New Manager Profiles

60 Resort News Sales Report

profiles

67 Pelican Sands Beach Resort – Pelican Sands Beach Resort on the "coast with the most”

70 Aruba Beach Resort – Emergent MR business in perfect location

preferred suppliers

73 The Preferred Suppliers Directory

Inside Issue 237 | May 2016

Cover Image: Pelican Sands Beach Resort

resortnews | may 2016


Editor's Note | front desk

Those poolside blues

05

Whether you cater primarily to families or couples, business or leisure, domestic guests or international tourists, a pool is an undeniable asset but a tricky facility to maintain.

We have a few articles in this issue of Resort News that delve into some of the problems faced by managers when it comes to swimming pool construction and maintenance. In the run up to winter, it’s something that will be on the minds of many. It might feel like the out-season for Australians but many international tourists will be experiencing the Aussie winter as their summer, particularly those fl ying over from Europe and much cooler parts of the world. Besides, even in the ‘out-season’, who’s going to refuse a well-maintained pool?

Airbnb is also something that has come up a lot this month. En-route to overtake Uber on the profi t-margin front, there seems to be no sign of regulation or slowing down for the sharing economy wonder-site. But there

has yet to be any documented impact on the traditional accommodation industry. Send us an email if you’ve had any interaction or experience with Airbnb as a competitor.

As it stands, there’s a lot we can learn from the company’s approach to consumers. It highlights one thing in particular: guests like personalisation. Standardisation is falling out of favour with millennials and beyond, so paying attention to any requests or quirks is an even more valuable thing to do than ever before. Last month, we spoke a lot about big data for this precise reason; there are few

more advantageous things you can do right now than use all the information you have at your disposal by personalising experiences wherever possible.

Another interesting industry factoid one of our journalists wrote about in this issue is the phenomena of ‘room 420’ in American hotels. The room has become a symbol of drug culture, with April 20 dubbed ‘Cannabis Day’. As a result, accommodation providers in the US with a room 420 have found themselves the victim of vandalism; door signs have been stolen, rooms have been trashed, and drug paraphernalia has been left

scattered. This is not ideal, to say the least. Properties have gone so far as to avoid having a room 420 at all by just skipping the number. Have you experienced or heard of this phenomena in the industry before? Write in and let us know!

All-in-all, there’s something in this issue for everyone from virtual reality technology, to photography, online review tips and more.

Thank you for your continued readership and as always. I hope you enjoy this month’s Resort News. ■

Rosie Clarke, [email protected]

Have you experienced or heard of this phenomena in the industry before? Write in and let us know!


front desk | Feedback

Cashed up, time rich – the travelling senior

Well spoken. We are in our sixties but travelling as 'seniors' is off putting. 'Seniors' that travel are generally fi t and healthy and young-at-heart. The old grumpy ones don't travel! So yes, please, more ageless marketing to our demographic would be awesome.

Heather(Name and address supplied)

Are you taking advantage of OTAs?

We are happy to take OTA bookings at any time but under our terms.

The problem with many of today’s properties is they are taking away commissions instead of adding them.

Totally agree with Andrew, you must maintain control of your own inventory. Utilise the software you buy for taking bookings direct to your advantage. Show your customers that direct bookings are good value.

My advice is to add a commission factor to all your rates and bonus downwards for direct bookings. It has worked for our property. We have lifted overall returns signifi cantly. Any OTA bookings received are not so painful because the guest has paid the commission. Ignore parity bullying (France has banned this and we should too). We withdrew from Wotif/Expedia and Agoda but stayed with Booking.com because we were getting enough bookings at the newer price, which includes commissions. We avoided any tariff issues by taking full payment on all OTA bookings before arrival so all that was left was to warmly welcome the guests and thank them for choosing our property.

OTAs do have a place and can be benefi cial but don't rely on them solely. Use your best free marking tool: promote to your guests every time, everyday across your reception desk the value and bonuses available for direct bookings.

Terry(Name and address supplied)

It is not a case of using OTAs to sell rooms that otherwise would not be sold. I have found that people who use OTAs are just as likely to book ahead as direct customers, however long that may be. So if I block out my availability say until the last two months, then I am not appearing on the listings. If I don't block out my availability, then I get the small bookings months in advance that stuff up my ability to get longer bookings direct.

Pure and simple, OTAs break the fi rst and most inviolate rule of business that has applied for centuries; never give control of your business to somebody else.

Andrew(Name and address supplied)

Hello Andrew and thank you for reading my article.

I guess what I was trying to imply is that the ideal would be that OTAs are topping up and fi lling the rooms that would otherwise have gone unsold. If you are in a situation where you can get the occupancy and yield you need to be successful without the need for agents, then that is fantastic.

Sadly, that doesn't apply to most operators. When I ran my own business I was vehemently opposed to sharing my success with agents of any type. I was completely allergic to paying commissions. I think the view that many accommodation providers take is that commissions are simply a marketing cost. I still maintain that for many, the OTA commissions are cheaper than the cost of organically fi nding new business. I agree with you that controlling when OTAs have access to your inventory is key.

Dave(Name and address supplied)

Reviews: what motel owners need to know

Three years ago, we had a woman stay with us who tried to get her money back based on false

complaints. Fair Trading were brought into it but she didn’t take it further as she knew she had no legitimate grounds. Now, three years later, she has posted a shocking review on TripAdvisor. I can't fi nd a way of getting in touch with them and lodging a complaint. I'm devastated but what can we do in a situation like this?

Lynda Nicholl(Address supplied)

We had a similar situation, TripAdvisor simply did nothing. Our disgruntled customer was extremely rude and threatening to all our staff and spent a lot of time screaming obscenities at the poor woman staying in the room with him that we eventually called the police to assist in evicting him. Of course his TripAdvisor review was far from rosy.

We then responded to the complaint detailing the truth of the situation in a very objective way. We stated the facts and left emotion out of it. We used his noisy behaviour and his subsequent eviction as an example of how we ensure our other guests have a quiet enjoyable experience at our motel.

We also asked a few of our happy regular customers to write a review which meant the unfavourable one was pushed down the page and was not the fi rst thing people read. We had several customers come and stay with us after this review and when they mentioned they checked our Trip Advisor reviews they said that bad one made them decide to stay here because of the way we handled the situation at the time and responded to the review.

Think carefully about your response and turn this bad review into a positive for you.

Janice (Name and address supplied)

Post check-in messagingI certainly didn't intend to denigrate those in the customer service industry in Australia. I would say service levels here are

less consistent and I think we have all experienced very good and very bad service. Really bad experiences in the US seem to be less common by my count.

However, it is unfair to make the comparison because there are a number of variables. The obvious one is the tipping system. I am on the fence on whether this is a better way to do it. I do believe it gives the server the option of increasing their wages if they provide excellent service and every time they talk you into another Bud Light it is another $0.75 cents to them.

I think the other factor is that when you are paying minimum wage (around $8 an hour in California) you can have more staff. The average ratio seemed to me to be about 6 tables per server.

Dave Jones(Address supplied)

This may give some of you a laugh! Some recent guest feedback I received: "Air con wasn't working probably, the host I thought at fi rst made us a little uncomfortable by spending too long showing us our apartment, i.e. how to turn on the TV & Foxtel, etc."

I didn't show them how to use the air con; which, if they had known how to use it, would have worked perfectly well, of course.

This is a rare occurrence to get negative feedback for being helpful but it shows that you can't be right all the time. And the overall score my small resort received? 9.2/10. The staff category was marked down from 10 to 7.5. I'm the only 'staff'. Otherwise a perfect score. (But I'm not discouraged.) And regarding the article: at times I could return to the guest's apartment to run through a number of things but my strategy is to show them any idiosyncrasies as I show them the apartment. Works most of the time with scores for 'staff' of 10 from 14/16 of the most recent reviews. ■

Keith(Name and address supplied)

06

www.lizlavendermr.com.au

QUEEN OF MANAGEMENT RIGHTS

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Local software vendor taking on the world

RMS

supplier profi le

From humble beginnings back in 1985 RMS - The Hospitality Cloud - is rapidly emerging as a dominant global player in the hospitality technology industry. With roots that go back to the early days of computerised reservation systems, and serving a market that was predominantly the Australian caravan park industry, the company has, and continues to grow exponentially. By years end RMS will have in excess of 5,000 customers and its employee base will grow to over 100 across its Australian offi ces in Melbourne (Head Offi ce) and the Gold Coast, and international offi ces in the United States, United Kingdom, the United Arab Emirates and India.

The industry verticals supported by RMS have broadened over the years to include hotels, motels and serviced apartment buildings. Other specialty industry types using the company’s products include workforce camps, shopping centres, government institutions and student accommodation.

Growth

Here in Australia and New Zealand RMS continues to increase its customer base, with on average in excess of 30 new properties signing up each month.

Amongst RMS’s list of customers are some of the world’s biggest and most prestigious brands in the hotel, apartment, holiday and relocatable home industries. Recent notable large customers who have joined the RMS family include Gateway Lifestyle Holiday Parks, Parkbridge and Sun Communities.

RMS now manages the reservation and channel management needs of almost 50 properties in the Gateway Lifestyle Holiday Park portfolio, who returned to the RMS fold during the back end of 2015.

Parkbridge is Canada’s largest

provider of RV parks, and with operations across the country including the province of Quebec provided RMS with the challenge of delivering a multi-language solution. RMS is pleased to report that the management at Parkbridge have been delighted with how well the bilingual version of RMS is managing their requirements.

Across the border in the USA, Sun Communities have now become the world’s biggest player in the outdoor accommodation market following the acquisition of competitor Carefree Communities. This now makes Sun Communities, RMS’s largest single global customer.

Innovation

Continuing a tradition of innovation and the adoption of the latest platforms, RMS was quick to embrace cloud technology. RMS Cloud, the latest technology platform hosting RMS’ suite of products, is a full web based solution delivered by HTML5. This true cross platform allows RMS Cloud to be used on any computer or mobile device.

RMS’ latest product offering, RMS 9+, includes all of the many loved features of traditional versions but with a plethora of new and exciting options. Those properties that have migrated to 9+ during the beta testing phase of development are unanimous in their praise for the new look and feel, additional functionality, and of the speed of the new version.

Trust Accounting Module

This month will see the public launch of 9+ including the long awaited release of the new Trust Accounting Module. The 9+ version of the trust accounting module is set to be a game changer for the Australian and New Zealand management rights industry.

It will provide a cost effective solution that is easy to use, and

one which provides full mobility through access from any device. Combining innovative solutions such as guest and owner portals with a 20-year heritage in trust accounting compliance, will make 9+ an irrepressible force for apartment managers of any size.

The 9+ Trust Accounting Module will provide a solution which the industry has been seeking for some time.

Strong Management

The strong and experienced executive management team at RMS has been further bolstered with the appointment of Gerry Comninos as Chief Executive Offi cer. Gerry joins Managing Director and founder Peter Buttigieg and Chief Financial Offi cer Roger Mitchell, who together with the General Managers across RMS’ regional operations are driving the transition of all aspects of the business.

Gerry believes it is an exciting time to be involved in an industry segment which is undergoing massive structural change from self-hosted premise based applications, which require signifi cant capital and infrastructure, to cloud based technologies, and particularly with RMS during the company’s transition from a family business to a globally dominant provider in the hospitality technology space.

The executive management team is proud of where it has positioned the business – it has successfully completed the daunting task of migrating 30 years of development from the traditional premise based technology to the cloud environment. As this massive task comes to fulfi lment, RMS is now in a position to turn its focus and development at continuing its legacy of providing its customers and the industry with meaningful and relevant technological innovation.

Fully Integrated Solution

Over the years RMS has worked hard to develop an ‘all-in-one’ system and solution for its customers which includes property management, online bookings and channel management with seamless and cost effective connections to the GDS. By eliminating largely superfl uous parties in the distribution chain this ‘all-in-one’ solution saves time and money.

In addition to developing many modules and features within its native application, RMS has also become very adept at choosing and collaborating with selected best of breed partners. Understanding that no single company can have expertise in every single aspect of hospitality technology RMS has integrated with some of the best complimentary systems in the world to create a total solution that is more valuable than the sum of its parts. These system integrations include, yield management, customer loyalty, brand reputation, guest experience and more. RMS also interfaces with a range of peripheral systems such as internet billing, PABX systems, accounting systems and entertainment on demand.

An exciting future

During a sustained period where competitors have lined up to try and gain market share RMS continues to grow bigger and better. With products that are mobile, cost effective, fully integrated and easy to use, RMS is ahead of the technology curve and ready to take advantage of the structural industry change.

With a key focus on customers satisfaction, it looks like this home grown company has a very exciting future, both locally in Australia and New Zealand as well as internationally.

The all new cloud based version of RMS is now availableRMS Apartment helps you meet the needs of guests while easilyand accurately maintaining a balanced Trust Account.

• Mobility - Take it with you on an iPad or other portable device• Cost E�ective - You won’t believe what you get for the price• Integrated - Channel Management and Book now Button

P: (03) 8399 9462E: [email protected]: rmscloud.com

RMS Apartment

CLOUD BASED RESERVATION & TRUST ACCOUNTINGSOFTWAREFOR FORWARD-THINKING APARTMENT MANAGERS

Contact us today!

Each year, many hundreds of new hospitality properties, large and small, around the world are trusting RMS to manage their reservation and channel management business needs.


industry |

08

Local software vendor taking on the world

RMS

supplier profi le

From humble beginnings back in 1985 RMS - The Hospitality Cloud - is rapidly emerging as a dominant global player in the hospitality technology industry. With roots that go back to the early days of computerised reservation systems, and serving a market that was predominantly the Australian caravan park industry, the company has, and continues to grow exponentially. By years end RMS will have in excess of 5,000 customers and its employee base will grow to over 100 across its Australian offi ces in Melbourne (Head Offi ce) and the Gold Coast, and international offi ces in the United States, United Kingdom, the United Arab Emirates and India.

The industry verticals supported by RMS have broadened over the years to include hotels, motels and serviced apartment buildings. Other specialty industry types using the company’s products include workforce camps, shopping centres, government institutions and student accommodation.

Growth

Here in Australia and New Zealand RMS continues to increase its customer base, with on average in excess of 30 new properties signing up each month.

Amongst RMS’s list of customers are some of the world’s biggest and most prestigious brands in the hotel, apartment, holiday and relocatable home industries. Recent notable large customers who have joined the RMS family include Gateway Lifestyle Holiday Parks, Parkbridge and Sun Communities.

RMS now manages the reservation and channel management needs of almost 50 properties in the Gateway Lifestyle Holiday Park portfolio, who returned to the RMS fold during the back end of 2015.

Parkbridge is Canada’s largest

provider of RV parks, and with operations across the country including the province of Quebec provided RMS with the challenge of delivering a multi-language solution. RMS is pleased to report that the management at Parkbridge have been delighted with how well the bilingual version of RMS is managing their requirements.

Across the border in the USA, Sun Communities have now become the world’s biggest player in the outdoor accommodation market following the acquisition of competitor Carefree Communities. This now makes Sun Communities, RMS’s largest single global customer.

Innovation

Continuing a tradition of innovation and the adoption of the latest platforms, RMS was quick to embrace cloud technology. RMS Cloud, the latest technology platform hosting RMS’ suite of products, is a full web based solution delivered by HTML5. This true cross platform allows RMS Cloud to be used on any computer or mobile device.

RMS’ latest product offering, RMS 9+, includes all of the many loved features of traditional versions but with a plethora of new and exciting options. Those properties that have migrated to 9+ during the beta testing phase of development are unanimous in their praise for the new look and feel, additional functionality, and of the speed of the new version.

Trust Accounting Module

This month will see the public launch of 9+ including the long awaited release of the new Trust Accounting Module. The 9+ version of the trust accounting module is set to be a game changer for the Australian and New Zealand management rights industry.

It will provide a cost effective solution that is easy to use, and

one which provides full mobility through access from any device. Combining innovative solutions such as guest and owner portals with a 20-year heritage in trust accounting compliance, will make 9+ an irrepressible force for apartment managers of any size.

The 9+ Trust Accounting Module will provide a solution which the industry has been seeking for some time.

Strong Management

The strong and experienced executive management team at RMS has been further bolstered with the appointment of Gerry Comninos as Chief Executive Offi cer. Gerry joins Managing Director and founder Peter Buttigieg and Chief Financial Offi cer Roger Mitchell, who together with the General Managers across RMS’ regional operations are driving the transition of all aspects of the business.

Gerry believes it is an exciting time to be involved in an industry segment which is undergoing massive structural change from self-hosted premise based applications, which require signifi cant capital and infrastructure, to cloud based technologies, and particularly with RMS during the company’s transition from a family business to a globally dominant provider in the hospitality technology space.

The executive management team is proud of where it has positioned the business – it has successfully completed the daunting task of migrating 30 years of development from the traditional premise based technology to the cloud environment. As this massive task comes to fulfi lment, RMS is now in a position to turn its focus and development at continuing its legacy of providing its customers and the industry with meaningful and relevant technological innovation.

Fully Integrated Solution

Over the years RMS has worked hard to develop an ‘all-in-one’ system and solution for its customers which includes property management, online bookings and channel management with seamless and cost effective connections to the GDS. By eliminating largely superfl uous parties in the distribution chain this ‘all-in-one’ solution saves time and money.

In addition to developing many modules and features within its native application, RMS has also become very adept at choosing and collaborating with selected best of breed partners. Understanding that no single company can have expertise in every single aspect of hospitality technology RMS has integrated with some of the best complimentary systems in the world to create a total solution that is more valuable than the sum of its parts. These system integrations include, yield management, customer loyalty, brand reputation, guest experience and more. RMS also interfaces with a range of peripheral systems such as internet billing, PABX systems, accounting systems and entertainment on demand.

An exciting future

During a sustained period where competitors have lined up to try and gain market share RMS continues to grow bigger and better. With products that are mobile, cost effective, fully integrated and easy to use, RMS is ahead of the technology curve and ready to take advantage of the structural industry change.

With a key focus on customers satisfaction, it looks like this home grown company has a very exciting future, both locally in Australia and New Zealand as well as internationally.

The all new cloud based version of RMS is now availableRMS Apartment helps you meet the needs of guests while easilyand accurately maintaining a balanced Trust Account.

• Mobility - Take it with you on an iPad or other portable device• Cost E�ective - You won’t believe what you get for the price• Integrated - Channel Management and Book now Button


RMS Apartment

CLOUD BASED RESERVATION & TRUST ACCOUNTINGSOFTWAREFOR FORWARD-THINKING APARTMENT MANAGERS

Contact us today!

Each year, many hundreds of new hospitality properties, large and small, around the world are trusting RMS to manage their reservation and channel management business needs.


industry | News

10

Aunty supports direct bookings and end to rate parity

ABC's The Checkout has come out fi rmly advocating for an end to rate parity and encouraging travellers to check with accommodation providers to ensure they get the best possible room rates.

The segment, which aired recently, addresses the vast majority of issues raised by the Accommodation Association of Australia and other industry commentators in recent years relating to rate parity; the effect of the Wotif/Expedia merger and advantages of booking direct. The Checkout has done an excellent job covering not only the issues at hand but briefl y addressing the history and impact of OTA growth and expansion.

The core issues of rate parity are highlighted in light of Germany and France banning rate parity clauses with the segment describing claims of OTA best rate guarantees as "ballsy" in the face of these clauses. Reiterating the German position that "best-price clauses still limit competition between existing portals as well as competition between the hotels",

it is then demonstrated how true this is with the program’s own investigation showing a saving of up to 25 percent on their own enquiries by booking direct. They have also clearly called out for an end to rate parity clauses saying "they suck" and appealing to the ACCC appealing that "we really hope you ban them here too".

The program also goes on to show that the use of OTAs is not all bad and has "some benefi ts"

given the capacity to package up travel components such as fl ights and car hire and the availability of hot deals. Further advice for consumers in using OTAs includes dealing with complaints and issues relating to bookings that place the resolution fi rmly with the OTA, saying "don't let them fob you off to the hotel".

This is a concise refl ection of a major industry concern presented by the ABC and outlines issues

the Accommodation Association of Australia has raised for some time in regard to the consumer experience with OTAs. The association is encouraging the industry to use this as a positive education piece for consumers by distributing and sharing the video through their networks and social media with hashtag #Bookdirecttosave.

You can fi nd the video on www.accomnews.com.au.

One-in-three Queensland strata residents are concerned about apartment security from Airbnb guests, according to new research conducted by a Queensland body corporate company.

Archers the Strata Professionals investigated the attitudes of more than 550 Queensland unit owners and residents towards accommodation sharing services like Airbnb and Stayz, to determine how they impact unit owners in the sector.

Airbnb is an accommodation sharing service that allows property owners and residents to let their rooms or properties out to people seeking short-term lodgings. With more than 50,000 listings across Australia, the service continues to grow in popularity.

Archers partner Grant Mifsud said while the survey found more than 85 percent of participants were familiar with these services, many were unfazed

by the platform, with 45 percent reporting they would welcome Airbnb within their complex.

Yet, despite the apparent support for such services, more than 30 percent of respondents acknowledged concerns over apartment security.

"With Australia going through a widespread apartment boom, and more and more people choosing to live in strata complexes, we need to make sure that accommodation sharing services like Airbnb aren't negatively impacting residents," Mr Mifsud said.

"The research demonstrates some residents feel their safe, private apartment buildings are being infi ltrated by a steady stream of unknown visitors, who stay for short periods of time.

"Consequently, a number of strata residents are becoming uneasy about apartment security.

"As Queensland doesn't have specifi c by-laws in place related

to Airbnb and strata complexes, we encourage strata managers to work with residents to address any concerns they may have."

While Airbnb has been the topic of much controversy and debate in NSW, the heat is yet to reach Queensland. This is refl ected in the research, which found almost 50 percent of Queensland strata residents would like Airbnb to be addressed by their body corporate.

"Developments in technology and the popularity of the sharing economy have surpassed current property legislation," Mr Mifsud said.

"Currently, the legislation states that, where a lot can lawfully be used for residential purposes, a by-law cannot restrict the 'type' of residential use.

"Therefore, in Queensland, a body corporate doesn't have much authority to regulate against the use of lots for private short-term letting.

"As such, we're seeing the greatest impact in small schemes with permanent residents and no building manager.

"In those types of buildings, dealing with unplanned impacts such as increased noise, overuse of shared facilities, damage to common property and safety and security issues can be very time consuming for the volunteer committee members, and very expensive for body corporate as a whole.

"Consequently, we encourage residents to work with their body corporate managers to address any concerns they may have about Airbnb, in order to fi nd a solution to any potential issues."

Last year, 455 Australians reported an incident of more than $1000 worth of damages from Airbnb guests. "Greater education is defi nitely needed in this space, and we are committed to working with strata residents to mitigate their concerns," Mr Mifsud said.

Queensland strata residents concerned about Airbnb security, new research fi nds


News | industry

11

InterContinental Hotels Group, in partnership with investment group Pro-invest has celebrated the opening of Australia's first Holiday Inn Express hotel, Holiday Inn Express Sydney Macquarie Park; having welcomed its first guests April 11, 2016.

A ribbon cutting ceremony marked the occasion, attended by IHG chief executive officer, Richard Solomons, Pro-invest chief executive officer, Ronald Barrott, and New South Wales minister for trade, tourism and major events, Stuart Ayres.

Australia’s first Holiday Inn Express set to open

Anbang drops competing Starwood bid

Definitely not an April Fool's joke, Anbang Insurance revealed on April 1 that it "has determined not to proceed" with its bid for Starwood against Marriott.

The consortium involved issued the following statement: "We were attracted to the opportunity presented by Starwood because of its high-quality, leading global hotel brands, which met many of our acquisition criteria, including the ability to generate consistent, long-term returns over time.

"However, due to various market considerations, the consortium has determined not to proceed further. We thank the Starwood board, management team and its advisors for their efforts and support throughout this process."

Last month, Marriott secured its bid by increasing its offer 10 percent to $13.6 billion.

Over one million bottles of Thankyou water will be distributed to Quest Apartment hotel guests this year, launching the global consumer movement's first accommodation partnership.

Through the provision of bottled Thankyou water across all Australian properties, Quest franchisees and guests will raise money for life-changing projects in India, Bangladesh, Vietnam, Timor Leste, Tanzania and Zimbabwe.

For the next 12 months, guests will receive a complimentary bottle of Thankyou water at the beginning of their stay, and be encouraged to purchase additional bottles to support developing nations gaining access to clean water, food, health and sanitation facilities. Announcing the partnership, Quest CEO Zed Sanjana said: "We know that most of our guests have a strong social conscience, and would like to partner with us in making a positive difference in the world," he said.

"The majority of guests purchase water when they stay at our properties, and so the Thankyou water partnership made sense to us as a way to make a significant impact, simply by swapping our existing bottled water supplier to Thankyou."

With 7500 rooms across Quest's Australian properties, the company has estimated it is likely to provide donations from the sale of around 1.8 million bottles of water, impacting more than 2000 people in developing nations. Thankyou co-founder Daniel Flynn is excited by Quest's decision to stock Thankyou products.

"This a huge win for Thankyou and our goal to eradicate global poverty. We love what Quest is about and what's exciting is that in the first year of stocking Thankyou water in their hotels, Quest will fund an estimated 2000 people with access to safe water. We can't wait to see that number grow and grow as our partnership continues into the future," said Mr Flynn.

Quest Apartment Hotels partners with Thankyou water

Quest CEO Zed Sanjana with Thankyou water co-founder Daniel Flynn

AccorHotels has announced the acquisition of onefinestay, a company specialising in luxury serviced home rental in key worldwide gateways, for $218 million and makes a further commitment of $98 million to help the company scale internationally.

by Greg Marsh (CEO and co-founder), Demetrios Zoppos, Tim Davey and Evan Frank (co-founders), oncefinestay today operates a portfolio of 2600 properties under exclusive management with strategic locations in London, New York, Paris, Los Angeles and Rome (representing an estimated asset value of more than $7.5bn).

With its global presence and expertise in both operations and digital services, AccorHotels has said it will support a new development phase of onefinestay, accelerating its expansion across new key urban markets. As a result, onefinestay has an ambitious

strategy to expand to 40 new cities around the world over the next five years growing revenues tenfold. onefinestay will remain an independent business unit within the AccorHotels Group and will continue to be led by Greg Marsh and the key management team.

Sébastien Bazin, chairman and CEO of AccorHotels said: "onefinestay has successfully captured a sweet spot: a combination of needs that neither traditional hotels nor new actors of the sharing economy can meet. With the acquisition of this exceptional brand, unique operating model and outstanding management team, AccorHotels is developing as the worldwide leader of the serviced homes market. Today, together with our recent investments, we are accelerating the transformation of our business model to capture the value creation linked to the rise of private rentals and also strengthening our presence in the luxury market with a complementary offer."

AccorHotels acquires onefinestay


industry | News

12

AAoA announces major legal partnership

The Accommodation Association of Australia has strengthened its member workplace relations benefits, services and advocacy offering through a new comprehensive partnership with long term corporate members at People + Culture Strategies (PCS), a specialist employment and labour law firm.

"PCS has been a large part of our team for the last five years having been introduced by their director, Kathryn Dent who has an even longer history with us," said AAoA CEO, Richard Munro.

"This is a substantial move forward for the association and brings with it the capacity for AAoA to deliver to members a next level approach to the delivery

of WPR advice, services and advocacy."

PCS founder and managing principal, Joydeep Hor said about the partnership: "PCS is delighted to be consolidating its excellent relationship with the AAoA through this value-creating partnership. Kathryn and Elizabeth have both developed considerable industry-specific expertise over the years and, supported by the depth of strategic expertise throughout our national team, we feel that AAoA members will derive considerable benefit from the legal and consulting services provided by our firm." Further information on WPR benefits, services and advocacy are available on the AAoA website.

With research showing that Australians are looking for more cost-effective travel experiences, Wyndham Hotel Group has said it will meet growing demand with an expansion of its mid-scale offerings across the globe.

Based on a recent study conducted by Wyndham Rewards, Australians are looking for mid-scale and economy accommodation on both their business and leisure travels, with 69 percent saying they wanted to cut costs when travelling.

Of these respondents, 59 percent said mid-scale options were most appealing for leisure, while 42 percent chose mid-scale for business purposes. There were 38 percent of

respondents who opted for economy hotels for both leisure and business last year.

President and managing director of Wyndham Hotel Group South East Asia and Pacific Rim, Barry Robinson, said there were many more mid-scale and economy hotels expected to open in the region this year to cater to the growing demand of cost-conscious travellers to the region.

"With Australia's outbound departures expected to grow 3.4 percent to 9.9 million over the next year, we are committed to providing an extensive variety of holiday options in the Asia Pacific, which is a popular travel destination for Australians," Mr Robinson said.

Australian travellers looking for more affordable travel options

STR's March 2016 Pipeline Report shows 592,299 rooms in 2,558 projects under contract in the Asia Pacific region. The total represents an 8.7 percent increase in rooms under contract compared with March 2015 and a 1.6 percent year-over-year increase in rooms in construction.

Based on a recent study conducted by Wyndham Rewards, Australians are looking for mid-scale and economy accommodation on both their business and leisure travels, with 69 percent saying they wanted to cut costs when travelling.

Of these respondents, 59 percent said mid-scale options were most appealing for leisure, while 42 percent chose mid-

scale for business purposes. There were 38 percent of respondents who opted for economy hotels for both leisure and business last year.

President and managing director of Wyndham Hotel Group South East Asia and Pacific Rim, Barry Robinson, said there were many more mid-scale and economy hotels expected to open in the region this year to cater to the growing demand of cost-conscious travellers to the region.

"With Australia's outbound departures expected to grow 3.4 percent to 9.9 million over the next year, we are committed to providing an extensive variety of holiday options in the Asia Pacific, which is a popular travel destination for Australians," Mr Robinson said.

Asia Pacific hotel pipeline for March 2016


News | industry

13

THE RAAS EDGE

Unashamedly Intentionally DifferentPh 07 5593 0007 www raas.com.au

Possibly the most famous sentence that has ever been written as the opening sentence in a famous novel is this – “It was the best of times, it was the worst of times, it was the age of wisdom, it was the age of foolishness, it was the epoch of belief, it was the epoch of incredulity, it was the season of Light, it was the season of Darkness, it was the spring of hope, it was the winter of despair…!

Yes, you are correct! � ese are Charles Dickens’ immortal lines to introduce A Tale of Two Cities.

I have no way of knowing how Charles Dickens could have foretold the fate of Queensland when he wrote those words in 1859, but at the moment we seem mired in this level of uncertainty – IF you read the popular press!

In the real (non-Dickensian) world, � e RAAS Group are kicking positive goals all over the place!

Real Estate sales are buoyant. Townhouses, apartments and free standing houses are all selling quickly if priced correctly.

Our RAAS RIGHTS consultants do not have ENOUGH management rights complexes to sell to satisfy the buyers they have; and the banks are still happy to lend money for these businesses!

Our only worry is the looming over supply of rental apartments (particularly) in the CBD and near-CBD areas!

RAAS does not agree with Charles Dickens as we approach the Brisbane winter. � ere is NO way that this winter will be a winter of despair!

“It was the best of times, it was the worst

of times…”

Rusty Lush, [email protected]

Accredited sponsors of

While Uber has struggled to gain a signifi cant foothold in China, largely due to the dominance of Taxi hailing service Didi Kuaidi, Uber is not without the determination and the means to force its way into new markets.

Uber has reportedly spent $1 billion per year on expansion in China alone. In addition, it has recently set its sights on disrupting the huge motorbike taxi industries of India and Thailand, displaying a willingness and drive to

aggressively obtain market share. Uber’s February announcement that it is to launch its UberMOTO service in India, opens it to an enormous potential market - the city of Bangalore alone has 3.5 million registered motorbikes, and India already allows motorbike taxi bookings through applications in two states.

The whitepaper, Sharing Economy ~ Uber Disruptive, is available to download from the Juniper website together with further details of the new research.

Uber driven to expand, no matter the cost

Airbnb to surpass Uber by 2019 as recenues soar to $6bnNew data from Juniper Research has found that shared space providers including Airbnb and WeWork, are set to see platform revenues surpass those taken by ride-sharing providers Uber and Lyft by 2019.

Juniper’s latest research, Sharing Economy: Opportunities, Impacts, and Disruptors 2016-2020, found that shared space platforms such as Airbnb are allowing users to rent rooms in residential properties at rates often undercutting

traditional hotel rooms, disrupting the leisure and tourism industry signifi cantly. With these providers taking a proportion of reservation and booking fees, revenues are set to grow from an estimated $2.3 billion in 2015, to $6.1 billion globally by 2019.

The research discovered that the ease of use provided by Airbnb in terms of no-nonsense booking, as well as the fi nancial rewards available to registered property owners, will see a surge in both listings and bookings.

Forecast growth in the shared space industry will hold signifi cant concern for the hotel industry, where in many cases shared space providers are not bound by the same rules and regulations as traditional establishments, leading them to undercut pricing and avoid restrictions.

Research author Lauren Foye explained: “The shared space industry, which includes provider Airbnb, is set to signifi cantly impact the hotel industry, with consumers set to spend over $34 billion in 2020. That sum represents approximately six percent of today’s global hotel industry market size.”

Hotel industry to face increased competition

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industry | Special Report: Anbang

Upstart’s takeover foray stuns hotel industry

Marriott International and Starwood Hotels & Resorts Worldwide announced at separate special shareholder meetings on April 8, that the stockholders of both companies approved proposals relating to Marriott's acquisition of Starwood, which will create the world's largest hotel company. The parties have cleared the pre-merger antitrust review in the United States and Canada and multiple other jurisdictions.

Marriott thought they had the buyout of Starwood in the bag late last year, then out of the woodwork came Anbang with a better unsolicited offer. Marriott eventually won the tug-of-war after a series of financial one-upmanships but only when Anbang pulled out after seemingly winning the love triangle battle.

But who is Anbang?

The Chinese firm Anbang Insurance Group has gone from one-time sleepy provincial car insurer to an aggressive buyer of insurance companies and property assets across Europe and the US in little more than a decade.

Anbang is one of the largest insurance groups in China, offering various kinds of insurance and financial products. According to its website, the firm opened its first branch in 2004 and now has 3000 branches in 31 provinces around China, serving more than 35 million clients. Anbang said it has more than 30,000 employees around the globe. Yet it only has a fairly small 3.6 percent market share among domestic insurers in China, although the company has improved its position in the past year by offering customers policies with better returns than its competitors.

In recent years, Anbang has been on a buying spree, acquiring – among other things – the Waldorf Astoria New York hotel for $1.95 billion last year (and tying Hilton into a 100-year contract to manage it!) as well as insurance companies in South Korea, Belgium and the Netherlands.

Anbang also went on buy US insurer Fidelity & Guaranty Life for $1.57 billion. Anbang also agreed to buy Strategic Hotels & Resorts for $6.5 billion from investment company Blackstone Group. Blackstone bought the company for $500 million less only three months earlier. It was a nice deal for Blackstone but one wonders why Anbang would pay so much more only a few months later.

On November 16, 2015, Bathesda, Maryland-based Marriott International made a merger bid for Stamford, Connecticut-based Starwood Hotels & Resorts at what amounted to US$12.2 billion in what would have created the world’s largest hospitality company

with more than 5500 hotels and 1.1 million rooms worldwide.

As is now history, Anbang’s consortium (with JC Flowers and Primavera Capital) outbid Marriott with a $14.4 billion offer. Marriott retaliated with a $15 billion counter proposal only to have Anbang trump this and then, suddenly, walk away from the deal.

A key factor in the Anbang offer was it would be an “all cash takeover” rather than a straight shareholder deal. The cash is important here. It's what made the Anbang offer so desirable to Starwood shareholders. That, and the perception that such an arrangement would allow Starwood to continue on its same

path while gaining some advantage in Chinese markets. But the cash also could be one explanation for why Anbang pulled out.

It seems Anbang reportedly submitted three unsuccessful bids for Starwood on previous occasions but finally pulled out of the dealings altogether when Starwood pressed for further details about financing.

In the later bid it seems that the China Insurance Regulatory Commission may have intervened because Chinese insurers can't invest more than 15 percent of their assets abroad. That would have been a problem for Anbang that had already paid $2 billion for the Waldorf Astoria New York and promised Blackstone Group $6.5 billion for Strategic Hotels & Resorts. Public records show the 11-year-old insurance and investment company has spent almost $7 billion on foreign acquisitions since 2014.

However, Anbang may have an out: much of Anbang’s funds come from sales of what in China are called wealth-management products, investments that pay higher returns than bank deposits. Funds from such financial products have outstripped fundraising from its namesake insurance businesses in recent months. That may take it out of the China Insurance Regulatory Commission’s authority.

Whatever, the fascinating love triangle between Anbang chairman Wu Xiaohui up against Marriott chief executive officer Arne Sorenson with the wooed Thomas Mangas, CEO of Starwood, in the middle, certainly kept the industry enthralled in the soap opera.

Nothing to do with all of the above of course, Anbang’s chairman Wu Xiaohui is said to enjoy warm relations with the Beijing government. His wife is the granddaughter of Deng Xiaoping, the former leader of China.

So what does Anbang do now for investment? InterContinental Hotels Group? ■

16

The boss - Wu Xiaohui

Anbang’s Beijing headquarters

What brands are now under Marriott’s umbrella?After the Starwood and Delta merger, Marriott will control: Ritz-Carlton, Bulgari, Edition, JW Marriott, Autograph Collection, Renaissance Hotels, Marriott, Delta, Marriott Executive Apartments, Marriott Vacation Club, Gaylord Hotels, AC Hotels, Courtyard, Residence Inn, Springhill Suites, Fairfield Inns & Suites, Towne Place Suites, Protea Hotels, Moxy Hotels, Sheraton, Westin, St Regis, W, Four Points by Sheraton, The Luxury Collection, Le Meridien Design Hotels, The Tribute Portfolio, Element, Aloft and Delta.


Special Report: Backpackers | industry

Tax grab threatens labour access in two industriesThe youth tourism industry is the forgotten segment of the visitor business in Australia; in fact, the last large-scale survey was back in 2008.

Yet backpackers, on average, earn $4638 at odd jobs and spend $13,218 over their normal eight-month stay, making them some of our most valuable visitors.

Moreover, backpackers are a major player in working in areas that Australians normally avoid such as agricultural harvesting and in hospitality. With the federal government’s age-old policy of if it is good for the country, tax it, Australia’s 260,000 overseas backpackers will from July be considered as non-residents and the government will tax them 32.5 cents from the fi rst dollar they earn, scrapping their existing $18,200 tax-free threshold.

This shortsighted action is a major threat to two major Australian industries for a meagre fi scal gain. The tax has horrifi ed the tourism industry, of course. Working holiday-makers are a crucial source of labour for the industry especially in regional Australia.

The strong growth in the tourism economy that has been confi rmed in the latest visitor survey fi gures is placing additional pressure on an industry that is already facing a signifi cant labour shortage projected to increase to 123,000 people by 2020.Temporary workers enter Australia under a range of schemes, including the Seasonal Worker Program, working holiday

visas (417 and 462) and on 457 visas, for skilled workers sponsored by an Australian employer. The government reaps $440 application fee for each visa.

Backpackers are Australia’s economic powerhouse, one federal Labor MP told delegates at TNT’s Adventure and Backpacing Industry Conference recently. Terri Butler, who is shadow parliamentary secretary to the leader of the opposition, said backpackers were not just an economic powerhouse of Australia’s tourism industry; but their demographics meant they were culturally very important as well.

There were around 150,000 working holiday makers in Australia at any one time although the Turnbull government’s backpacker tax may have already contributed to a current dip in demand, she said.

“Labor believes everyone should pay their fair share of tax,” Ms Butler stressed. “The decision by the government to cancel the tax-free threshold for Working Holiday Makers could be counterproductive. For one, it could simply push more people into the cash economy and exacerbate some of the problems that you know exist in relation to exploitation and underpayment.

“Secondly, industry has told us that if people are earning less, they are likely to spend less in Australia, and take their savings and spend a few months in Asia on their way home instead, where their money will go further.”

17

Labour in two industries will be affected by the new tax

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industry | Special Report: Backpackers

That was important in the context of a 10 percent drop in Working Holiday Maker visas being granted last year alone, she concluded.

Taxing the tourism industry is something the Australian government is particularly skilled at. Remember the Ansett levy?

The federal government will reap more than $1 billion through its holiday tax on Australians travelling overseas and international visitors coming to Australia over the next financial year.

The government currently applies a $55 Passenger Movement Charge on every person departing the country on a plane or cruise ship. And there are suggestions in Canberra that this tax should be increased.

The tax was introduced in 1995 to cover the cost of border and security facilitation at international gateways but has since dramatically increased to four times the $247 million it costs to provide these services. One could argue that Tourism Australia’s $185 million in funding comes out of this before the balance disappears into that bottomless hole in Canberra.

“The $55 Passenger Movement Charge has now morphed into a $1 billion holiday tax on Australians and international visitors leaving the country that grossly outstrips the $247 million cost of processing passengers at the border,” said Margy Osmond, Tourism & Transport Forum CEO. “With more than 9.4 million Australians travelling overseas in the past year, the holiday tax has become a cash grab that goes straight into the federal government’s coffers.

“To make matters worse we are also slugging the 7.4 million international visitors that are choosing Australia to visit, who can easily choose another destination anywhere in the world, with this holiday tax. We should be growing our international visitations by cutting the cost of travel not increasing it. We had over one million Chinese visitors spending $7.7 billion in the past 12 months;

that is not something we should be jeopardising with holiday taxes,” Ms Osmond stressed, labelling the government move a “greedy cash grab”.

“The federal government should be using the upcoming federal budget to confirm that it will maintain a freeze on any increase in the holiday tax and outline its plan to reduce the cost of this tax on travellers. There is only one direction in which the holiday tax should be headed and that is down.”

Unsurprisingly, more than 27,000 people have signed a National Farmers Federation petition asking the federal government to rethink its backpacker tax changes, which are due to take effect from the middle of the year.

"The proposed backpacker tax would have been a powerful deterrent for a significant number of potential overseas visitors considering visiting Australia," said the Accommodation Association of Australia’s chief executive officer, Richard Munro. "Visitors on working holiday visas, including backpackers, are an important source of labour for accommodation businesses outside of Australia's major cities. Backpackers who work in other industries, notably agriculture, also generate revenue for accommodation businesses in regional and rural areas.”

Finally, on March 16 federal tourism minister Richard Colbeck announced he will lead a review on the imminent backpacker tax, or ‘removal of the tax-free threshold for backpackers’ as the government prefers to label it. Many people are waiting on the outcome.

Mr Colbeck has acknowledged the industry’s concerns but he

suggests they (the results of the tax) may be outweighed by “the attractiveness of Australia as a tourist destination”. Who is he kidding?

Some rural LNP MPs are questioning whether the proposed tax will actually generate the full $540 million forecast by Treasury over the next three years. How can it if fewer Working Holiday Makers come?

Sharman Stone, MP for Murray said, “It is the harvest-dependent international backpacker scene that we want to see continue and not suddenly disappear.”

Dr Stone, who also chairs the Coalition’s Agriculture Policy Committee, said the tax could generate less income than expected if future working holiday-makers were deterred by the prospect of lower wages. “We’ve looked at what the tax take might be as a contribution to the budget [about $540 million] but if we have fewer backpackers arriving that tax take is a lot less when calculated,” she said, stating the obvious.

The agriculture minister and now leader of the Nationals and deputy prime minister Barnaby Joyce has publicly said that if there’s a serious effect on backpacker numbers once the change occurs, that’s something the government would consider. By then, of course, the damage will have been done.

As this government is so fixated

on grabbing tax revenue from whatever quarter it can, it is unlikely that we will see a repeal of the backpacker tax.

But employers must also clean up their mess. Complaints of underpaying seasonal overseas workers are rife, with reports of as little as $2 an hour being paid by employers along with various accommodation rorts and other dubious deductions.

The Fair Work Ombudsman is now receiving more complaints from overseas visa-holders working in Australia than ever before. Between 2011-12 and 2013-14, complaints from visa-holders to the Fair Work Ombudsman increased by 165 percent. Complaints from 417 visa-holders were up 382 percent. Between July 1, 2011 and June 30, 2014, the FWO recovered more than $3.2 million in outstanding wages and entitlements for workers.

The largest number of requests for assistance from overseas workers – 24 percent - came from employees in the accommodation and food services sector, not agriculture.

Backpackers are a vital part of Australia’s economy both as tourists and sources of labour, but more needs to be done to ensure they are not being rorted – by the industries they serve and by a tax-voracious government. ■

18

Update: It was announced on May 5 at the YHA Conference in Cairns, that the backpacker tax has been suspended for six months. This means that the controversial tax concessions removal on overseas workers will not apply until January 1, unless the whole scheme is scrapped by the federal government prior to that date.

Backpackers – the forgotten segment


ARAMA Report | industry

Referendum outcome refl ects voters desire for stabilityThe fi rst quarter elections of 2016 have resulted in a determination by Queenslanders on the need for certainty so that business can prosper through long-term stability.

The result of the ‘yes’ vote success for four-year state government fi xed terms for parliament; the fi rst referendum to succeed in the state since 1910, is a signifi cant sign that Queenslanders want to support certainty in all areas of government.

Added to that result was the overwhelming return of existing mayors in the majority of the 77 councils in the state and the recognition that the tourism and accommodation industry is the new driving force of economic development, which has been competing with record numbers despite strong global competition.

Local regions across the country have been working hard to attract tourists and visitors with innovative programs of events and promotion of attractions to maintain stability and certainty in the economy.

This follows the long-term adverse impact of the global economic crisis and its impact on the traditional mining and agricultural industries as major stalwarts of the economy.

The local government and referendum election outcomes have set ground rules that businesses and the community want responsible and positive leadership from the government to foster growth and stability, giving greater confi dence about stronger economic growth.

While local government in Queensland has had fi xed four-year terms for many years, the strong message for those in state government is to fall in-line with other Australian state governments and take the giant step towards providing greater stability with a focus on supporting economic growth opportunities through enlightened legislation and economic opportunities.

In the accommodation and

tourist industries, we are all subject to state legislation and I believe we can expect a better fl ow of legislative reviews, especially in the important upcoming review of the Queensland Body Corporate and Community Management Act.

ARAMA has already provided two submissions on behalf of our members following consultation with members at branch meetings and two review forums with the ARAMA lawyers’ panel.

The tourism and accommodation industry is globally competitive as well as competitive throughout Australia, and fortunately Queensland has been at the forefront of embracing density living complexes both as modern holiday and tourist accommodation as well as an increasing number of permanent residents in cities and towns throughout the state.

Queensland, with its wonderful natural attractions and diversity of locations, has been at the forefront as a tourist Mecca, but all states have been active in creating events and modern development approvals for visitor venues and 21st century living styles.

The timely review of the BCCM legislation is extremely important for professional resident accommodation management to deal with the 24/7 cycle of modern density living issues in an effi cient and effective manner for the benefi t of owners, residents and visitors.

Following the recent local government elections, many of these councils will be addressing the regional responsibilities of density living development and its positive contribution to the visitor market.

Unfortunately, in many regions, historic and traditional industries have suffered economic downturns as a result of international economic uncertainty and the importance of the event and visitor markets have become vital industries for the state’s economy.

Many recall the economic change of the state leading up to and following the 1982 Commonwealth Games and Expo 88 and we now already see dramatic new investment in density holiday construction throughout the state as we prepare for the 2018 Commonwealth Games and the ongoing impact of this major international event and its heritage.

We are already seeing other major developments underway at our gateways, with Brisbane airport building a second runway and becoming awarded number one airport in the Pacifi c, while major upgrades are also underway on the Gold Coast and Sunshine Coast airports to ensure they are able to meet the increasing traveller demands.

The new Gold Coast Council is determined to develop a cruise

ship terminal to be globally competitive and plans in Brisbane are well advanced for a new terminal at the mouth of the river, while Townsville and Cairns are also upgrading port terminal facilities.

The summer holiday season has seen great boosts in holiday accommodation and events of all descriptions from the diversity of arts and cultural events to sports at all levels and family attractions.

This has stimulated investment in new product and the skylines of cranes indicate that the accommodation supply and investment has renewed confi dence.

We at ARAMA are working with all sectors in the accommodation and tourist industries to ensure that we can make a positive contribution to the long term success in density living.

We believe that the review of the BCCM Act is vital to continue to apply 21st century economics and administration codes and laws to ensure that resident accommodation managers and other professionals in the industry can contribute to local, state and national economic growth.

We also believe that the extension of state parliamentary terms to four years in Queensland will lead to better governance. In our industry, we fi rmly believe that long-term agreements lead to long-term thinking. ■

19

Australian Resident Accommodation Managers Association is the peak industry body representing the interests of people who are

involved in management rights.

(07) 3257 [email protected]

For membership enquiries: www.arama.com.au

Eric Van Meurs

Queensland PresidentARAMA

We at ARAMA are working with all sectors in the accommodation and tourist industries to ensure that we can make a positive contribution to the long-term success in density living


industry | NSW Strata Report

The changing face of management rights salesManagement rights, like all industries, changes and evolves over time.

One of the biggest changes I have seen in recent years is changes to the sale process itself. In the good old days, contracts were regularly prepared and settled on the basis of:

• Financial verifi cation, 14 days;

• Legal due diligence, 21 days;

• Finance, 28 days;

• Body corporate approval, prior to settlement;

• Settlement, 45 days.

Sellers would regularly go off and book that eagerly awaited European holiday, departing on the day after the due settlement date as soon as contracts were signed. How things have changed! These days, the stars need to align with the planets for a sale to be completed within 45 days.

So what’s changed in Queensland?Two big issues have impacted on sales. First, body corporate committees are no longer rubber-

stamping assignments, which is fair enough.

Bodies corporate are being advised by their solicitors to believe they don’t have to accept whoever is brought forward by the seller and they are probing far deeper into the work history, character and fi nances of buyers. Police reports and business plans were never asked for in the past, but are now par for the course. Committees, armed with predetermined questions about what the buyer is going to do for them, now regularly conduct lengthy interviews with buyers. I have no problem with this process, as long as it doesn’t become silly (like a body corporate solicitor recently wanting a buyer to justify how he could handle a two percent rise in interest rates, if it were to happen!)

Second, the Gallery Vie decision has had a major impact. I do not intend to go into any detail in relation to this decision but if you haven’t heard about the matter, go and google Gallery Vie as there are plenty of articles explaining the case. In short, fi nanciers of management rights

found out that their “step-in” rights on default were not as strong as they had always believed. Consequently, banks are being much more cautious in lending to the management rights industry. The issue could have been easily fi xed with the stroke of a pen by the Queensland labour government but it appears that they are happy to do nothing and let one of the biggest industries in the state sit in turmoil.

The banks

Each bank has a different view on how to deal with the Gallery Vie decision. The policy is inevitably driven by the credit department of the banks.

A couple of banks only require some additional wording in the deed of assignment of the management rights documents. If the body corporate solicitor agrees to this wording, happy days and the sale can proceed without delay. Other banks are making it a condition of the loan approval that the body corporate, at a general meeting in the year following the purchase of the business, agree to vary the

caretaking and letting agreements to specifi cally overcome the Gallery Vie decision. If not approved, the banks can reassess the loan facility.

Other banks are requiring, prior to the loan being granted, that the body corporate go to a general meeting to approve the variation of the caretaking and letting agreements.

The timing problemOnce sale contracts are signed, a three-step process begins for the buyer: fi nancial verifi cation, legal due diligence and fi nance approval. Once these steps are completed, the approval of the body corporate is then sought with settlement to occur soon after.

Regardless of the seller’s or the buyer’s wishes, the banks and the body corporate solicitors are ultimately determining the timing of settlements. In Queensland, assignments of management rights can be dealt with by the body corporate committee and they do not have to go to general meetings for approval. In NSW, the approval must be given by an

20

Col Myers

Small Myers Hughes

BCCM Report:

Frequently asked pool maintenance questions

So, it is timely to point out some of the common queries to my offi ce about pools.

Becoming aware and familiar with your rights and obligations when it comes to pools in a community titles scheme will give you the time to take action before the temperature rises again. It is also useful to remember that a pool can be a signifi cant selling point for a scheme. An attractive-looking and well maintained pool area can be a good marketing tool to attract

tenants and holiday-makers to the scheme, so it is in the best interest of all concerned to give due thought to pool-related matters.

Not all community titles schemes have pools and for those that do, not all have onsite managers to help look after them. So I will address those main issues with an aim to educate everyone including onsite managers, committees, owners, occupiers and their visitors.

Pool maintenance

Pools in a community titles scheme will most likely be common property. Therefore, the body corporate has an obligation to maintain common property including the pool. While an onsite manager may be contracted to the body corporate to ‘maintain’ the pool, this does not necessarily mean the onsite manager is responsible for every issue that arises with the pool. The onsite

manager may, for example, do the daily checks, remove litter and ensure the pool is fi ltering properly. However, most repairs will fall to the body corporate to perform, which means they must budget and approve these as the need arises.

Owners or occupiers who identify issues with the pool should, in the fi rst instance, address these in writing to the committee. The committee can then establish whether the onsite manager has

Chris Irons

Commissioner for Body Corporate and

Community Management


NSW Strata Report | industry

owners corporation at a general meeting.

If the bank’s policy is that the caretaking and letting agreements must be varied prior to settlement to overcome the Gallery Vie decision, then a general meeting should be called as soon as possible. Unfortunately, the bank’s position on this issue may not be certain until three-quarters of the way through the transaction.

It is only after finance approval is obtained that sellers notify their body corporate of the sale and it is at this stage that the body corporate appoints a solicitor to review and advise on the assignment documentation.

There are a handful of solicitors who act on behalf of the majority of bodies corporate. These solicitors have differing views as to whether they will allow the inclusion of wording in the deed of assignment to satisfy a bank’s requirements or whether they regard the additional wording as something that must go to a general meeting of the body corporate to be approved. If the body corporate’s solicitor requires the matter to be dealt

with at a general meeting, which is usually not known until sometime after finance approval has been obtained, then settlement will inevitably be postponed while waiting for the meeting to be held.

Obviously, if the inclusion of wording in the deed of assignment is satisfactory to the bank and satisfactory to the body corporate’s solicitor, the sale will proceed promptly after the assignment approval has been granted by the committee. However, if the bank or the body corporate’s solicitor requires the matter to be dealt with at a general meeting, it can take every bit of six-to-eight weeks for that decision to be arrived at, the meeting called and the necessary motion approved.

If a general meeting is called, solicitors for bodies corporate are recommending to their clients to approve the Gallery Vie variations, provided the banks are reasonable with their requests. This is the one ray of sunshine in the process.

Additional costsIf a general meeting is required, a debate then often erupts between

the seller and the buyer as to who is to pay for the cost of calling the EGM. Under the standard management rights sale contract, the seller is responsible for the body corporate’s costs relating to assignment. However, sellers are often taking the view that the cost of calling a general meeting is a direct consequence of the buyer’s choice of financier and therefore the buyer should bear the cost of the meeting. There is no consensus on who should pay for these costs but in our experience more often than not the seller is covering these costs.

The role of the parties

Throughout the sale process, there is a constant clash of competing interests. The seller, the buyer, the bank and the body corporate all engage lawyers to look after their interests. Obviously, this is fine as long as the clash of interests does not become a clash of self-interest.

Each party must play their part. The sale is a process and each party has a role to play to complete the process. When embarking on this process, the

selling agent is the first point of contact and needs to condition both the sellers and the buyers as to what constitute reasonable expectations for settlement.

Sellers need to play their part by cooperating with buyers’ reasonable extension requests and being proactive in managing the sale process (particularly managing owners and committee expectations). Pressuring parties to adhere to unrealistic timeframes is counterproductive and ultimately can lead to the sale collapsing, leaving the seller to start the whole process all over again.

Buyers likewise need to hose down their expectations as to when they can start earning income. We in the industry understand that most buyers go for lengthy periods without income in the lead up to settlement where it is all money out and no money in.

And finally we solicitors, engaged by the buyers and sellers, also need to work cohesively, particularly in relation to satisfying the requirements of the body corporate’s solicitor. ■

21

any contractual duty to fix these issues or make the necessary decisions to get the work done.

Pool safety

Pool safety is a primary concern for all community titles schemes. However, it is not regulated by the body corporate legislation. Everyone should be familiar with the pool safety laws, including requirements for compliance certificates. This information is available on the Department of Housing and Public Works and the Queensland Building and Construction Commissioner websites. A range of information and relevant links can be found at: http://www.hpw.qld.gov.au.

Pool hours and rules

What are the standard pool hours? Can we change the pool hours? Are we obligated to have the pool

open all day? Are the pool rules enforceable? These questions are raised quite often.

Again, the specific answers to these questions are not captured by the body corporate legislation. However, as most are aware, a body corporate can make its own by-laws to regulate the use of common property and lots. This would include regulating the use of the pool such as dictating the pool opening hours and pool rules. It is therefore relevant to suggest that bodies corporate review their by-laws and if necessary make any amendments or additions

to capture these elements. Just remember that so-called ‘house rules’ are not enforceable so if these pool hours or pool rules are not included in a by-law registered on your scheme’s community management statement then it cannot be enforced like a by-law. My Office provides detailed information on making by-laws and enforcing by-laws on our website.

Who can use the pool?

Another common query we receive is about proposed restrictions on pool use according to whether someone is an owner, a tenant or a

visitor. It is important to remember that a by-law cannot prevent people from using common property. For example, section 180 of the Body Corporate and Community Management Act 1997 prevents a by-law from discriminating between types of occupiers and specifically gives the example of a body corporate trying to prohibit occupiers (tenants) from using a pool.

Common property can be used by all owners and occupiers who live in the scheme. Their visitors may also use the pool and this cannot be prevented. ■

Just remember that so-called ‘house rules’ are not enforceable so if these pool hours or pool rules are not included in a by-law registered on your scheme’s community management statement then it cannot be enforced like a by-law


industry | SCA Report

The future-proof specialist professions

SCA (Qld)’s board and legislation committee has been very busy in recent months, supporting members by delivering true advocacy services that will benefi t us all in the future.

We have so far submitted four documents in response to consultation requests and held a dozen meetings with government offi cials, local politicians and industry stakeholder groups in the last year. All aiming to get the Property Law Review back into the limelight. The law review has a signifi cant impact on people who live in strata that SCA cannot wait to progress these much-needed reforms, especially when now Western Australia is moving on their legislation, following NSW and Victoria’s developments.

Strata law impacts on people’s enjoyment of their homes and personal lives, their retirement provisions and lifestyle, affecting both owners and tenants alike. The administration of strata schemes is becoming more and more complex with a need to understand the seven pieces of legislation exclusive to strata and the dozens of associated laws ranging from smoke detectors and workplace health and safety to tax and construction law. The job of a strata manager is at the pulse of time, requiring a wealth of knowledge and skills, which have come a long way since the enactment of the Building Units Titles Act 50 years ago (1965), followed by the Building Units and Groups Titles Act in 1980.

Thirty-fi ve years on, there has been such a shift in the body corporate manager’s work life just as there has been with any other offi ce-based job. Fortunately, the sector has grown so immensely that it has become a save employment sector, upheld to be recession-proof and promising an ongoing future.

Strata management or body corporate management is a niche job opportunity that not many Queenslanders identify as a prospect, but after 35 years of professionally administering strata

schemes, the sector is becoming more relevant and we have seen some interest in the market. And why shouldn’t there be?

SCA (Qld) provides training to body corporate managers and in the absence of licensing or registration requirements in Queensland, our sector has, over the last decade, developed formal qualifi cations for strata managers. SCA is in the process of fi nalising government endorsement for a new Certifi cate IV in Strata Management and a Diploma in Management (Strata) which are complimented by a self-developed short course modelled on a US strata management course.

The sector has truly emerged as an employment hub that is unlike many other sectors – it provides true career opportunities for those willing to dedicate their work life to learning. Strata managers are multi-skilled professionals who must be savvy in fi nance and legal matters. They must be customer-service orientated and equipped with a wealth of knowledge. It’s a career where opportunities arise from the fact that community developments are unlikely to stop in the future. In fact, community development

is the future and body corporate management is a future job.

Demographer and social commentator Bernard Salt released a study about six months ago in which he analysed the future workforce in light of demographical developments. This study holds relevance for a generation that needs to make decisions on what they should be doing after school to ensure they choose a career that doesn't leave them out of a job in 40 years’ time.

When we all started our professional pathways, it was more or less expected that we would be doing this until we retire. In recent years however, people don't just want a job that they do forever. They want a career, a profession where they can learn, grow and climb the ladder. Bernard Salt found a change in the type of jobs the marketplace has to offer. Jobs of the future will be knowledge jobs and technology is a main component of the workers of the future. He called one of those groups ‘the specialist professions’, knowledge-workers that maintain systems and deliver outcomes. It is interesting that the description fi ts the body corporate manager so well.

What we see at SCA-level are members who have built a career of more than 30 years in the strata sector.

We accompany many members from their junior roles to being leaders in the sector. A large proportion of strata management professionals don't leave the sector because although it may have its challenges, it is what Bernard Salt refers to as future proof.

Salt describes the ‘specialist profession’ as ‘jobs that are a function of increased population levels’. Strata management is a result of increased high-density living no doubt due to an increase in population, urbanisation and lifestyle choices.

The growth of strata schemes is unlikely to stop so there is no doubt that the demand for professional administration of schemes is going to continue to infi nitely. To that end, SCA is providing an accreditation pathway that is complementing work experience.

We expect that more and more people will choose to work in a sector that is as versatile as ours, people-focussed and sound. ■

22

Simon Barnard

President, SCA (Qld)

We expect that more and more people will choose to work in a sector that is as versatile as ours


Legal Ease | management

When secure is insecure

You have been looking for a safe, secure management rights business in a holiday complex.

You are shown a building in a well-known holiday destination where the units are very small and hardly what could be called self-contained. The development approval for the building limits the use of the units to holiday accommodation only. The by-laws for the building provide that the units can only be used for short-term holiday accommodation and cannot be occupied for long-term residence.

You have found your nirvana, there can never be any live-in owners or long-term tenants that might diminish your letting pool, right? Wrong!

Planning or development approvals are not set in stone. They are subject to change and that is just what has happened in a number of complexes in recent times. In each case, the original development approval for the building imposed restrictions on the residential use of the units. Only short-term or holiday accommodation was permitted but some owners decided that with the downturn in the holiday market they wanted to turn to a more regular income source through permanent tenants.

In other cases, potential buyers of units in the area saw an opportunity to buy what were, in comparison to the price being paid for units in permanent complexes, very cheap holiday units. Some intended to just ignore the development approval and live in the units.

Others went about applying to the council to change the approval to allow for long-term residency.

Hang on. Don’t they need the consent of the body corporate to make an application to council to change the use to how their unit might be used? Actually no. Unless the proposed change is going to in effect involve a

demonstrable consequential change of use of the common property, there is no need to obtain the consent of the body corporate to the application to council.

But wait a moment, the by-laws prohibit any form of long-term residential usage. Sorry, too bad.

The savvy buyer knows that such a by-law is invalid under the Body Corporate and Community Management Act. The section states that if a unit can be lawfully used for any residential purpose, a by-law cannot impose any restriction on the type of residential use.

So even though only holiday or short-term residential use is permitted under the development approval, the by-laws cannot prohibit long-term residential usage.

It may be that the building has the added protection of being classifi ed a class three building under the Building Code of Australia. Surely that puts the matter beyond doubt as you cannot live permanently in a class 3 building can you? Unfortunately, yes, you can.

The defi nition of a class three building includes these words: “Common place of long term or transient living for a number of unrelated persons, including […] a residential part of a hotel or motel.”

The classifi cation itself does not preclude the residential units in a complex like a motel

from being used for long-term residential use.

There is nothing in the Building Act or Building Code of

Australia which only allows long term residential use in class two or class one buildings.

Just as the Victorian Court of Appeal found, in ruling that a

class two building could be used for short-term residential usage, that use of the word ‘dwelling’ in the class two defi nition did not mean that only long-term residential usage was permitted, the absence of that word in the class three defi nition does not mean that only short-term residential usage is permitted.

There may of course be a number of reasons why an owner may not be able to have a development approval for holiday or short-term usage changed to allow for long-term residency.

Each complex needs to be looked at individually before that can be determined. It is important though to realise that uses can and do change and there is no absolute certainty that the restrictions on use in a building today are locked in forever. ■

23

John Mahoney

Partner, Mahoneys

It is important though to realise that uses can and do change and there is no absolute certainty that the restrictions on use in a building today are locked in forever

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management | By All Accounts

The concept of bundling explained

You may recall that in my last article I was in the middle of presenting a series of seminars in an ARAMA roadshow around Queensland.

There were six presentations in total in South East Queensland, Airlie Beach and North Queensland, which were all well attended by enthusiastic members. If the level of enquiry since the roadshow was completed is anything to go by, the topic certainly struck a chord with managers and got them thinking about the way they operate their business and how they charge for their services.

In my last article, I wrote about some of the risks to the industry and opportunities that may now be available since the change in legislation in December 2014. In particular, I introduced the concept of ‘bundling’. Bundling is not new and has been around since the beginnings of management rights. What has changed, however, is the removal of the requirement to be bound by a commission structure, which now effectively opens the doors to new and innovative ways of charging for the services you provide to your unit owners.

Traditionally, services provided have been charged on a per service basis leading to a long list of individual charges, particularly in short-term letting. A bit like the ‘meal deal’ offered by many fast food restaurants, a number of services can now be bundled into one charge making it far simpler and less confronting to a unit owner. Typically, the bundled charge is expressed as a percentage of gross tariff revenue and would appear as one-line item on the unit owners monthly statement.

Let’s look at an example:

Currently you may be charging for the following items (exclusive of GST).

• Commission12 percent of gross tariffs

• Advertising2.5 percent of gross tariffs

• Merchant fees 2.5 percent of gross tariffs

• Foxtel $30 per month

• PABX $25 per month

• Room supplies $12 per guest stay

• Spring cleaning $250 per year

• Window cleaning $60 per month

• Administration fee $6 per month

By conducting a review of your historical trading performance you will be able to calculate what all these charges represent as a percentage of the gross tariff revenue of the property. Let’s say these charges combined have historically represented 24 percent of your gross tariff revenue. By bundling these charges together, they could be replaced with one charge that might be described as a ‘property services fee’.

These nine separate charges are replaced with one fee, making it far simpler for your unit owners to understand while giving them comfort that you are only getting paid when they are making money.

You will note there are two signifi cant items omitted from this analysis, cleaning and linen. They have been left out, not because they can’t be bundled, they absolutely can be, but more because they should be bundled with caution.

Cleaning and linen can represent a signifi cant percentage of your revenue and can be very profi table irrespective of how much you sell your rooms for. This revenue stream can also be quite volatile depending on occupancy, average length of guest stay and your policy on service cleaning. As such, bundling cleaning and linen will require a more detailed analysis

and a thorough understanding of how this revenue stream changes as your occupancy changes from year-to-year. Once you have crunched the numbers and have confi dence that bundling cleaning and linen will work, you will invariably end up with a total bundle percentage of between around 40 percent to 50 percent plus GST of the gross tariff revenue.

One of the biggest sources of angst among unit owners is when they receive their monthly statement and the majority (and at times all) the revenue from their unit ends up with the manager. This outcome will be removed by bundling, which creates one of the best-selling points to unit owners. Effectively, by bundling you are going into partnership with your unit owners and are sharing in the highs and the lows.

Again, it is critically important you do your numbers and ensure bundling will work for you. As discussed in my previous article, bundling charges such as advertising and merchant fees will also have added benefi ts to the future profi tability and value of your business. If done correctly, bundling should result in a simpler more transparent business model with improved relationships with unit owners.

In theory, by bundling you may experience higher returns in the high season and lower returns in the low season but the same return over a 12-month period, all other things being equal. As such, cashfl ow management will become all the more important.

Importantly you will get a ‘pay rise’ every time you increase occupancy and/or tariff and share equally with your unit owners in the spoils of your success. If you have not started updating your letting agreements to the new Form 6 Agreement, now might be the ideal time to introduce bundling with the change to the new agreement format. Alternatively, you may look to introduce bundling to new unit owners entering the letting pool as units are sold to investors. ■

24

Tony Rossiter

Holmans Chartered Accountants

One of the biggest sources of angst among unit owners is when they receive their monthly statement


Motel Market | management

How important is street appeal?

One of the biggest and best advertisements for any business positioned on a main road, or anywhere there is a large amount of passing traffi c, is property signage.

Motels are generally in locations that have a large amount of passing traffi c every day. The impact, importance and value of such an advertising medium can be easily underestimated. It raises the question then of why this is the case. Why is one of a motel’s biggest assets often the most neglected?

Property signage is commonly tired, faded, obsolete or even falling down, and in many cases does not make a motel property look appealing from the street. The ‘walk in traffi c’ market is basing their split-second decision to stop the car at a particular motel largely based on this signage (as part of the exterior appeal). This market makes up a strong percentage of the travelling market (location dependent) and they need to be attracted by the street appeal being presented to them.

Although capital costs for setup are high, if the calculations and statistics were looked at closely it would most likely be found that it is one of the most cost-effective advertising mediums that can be done. This means taking into account the volume of travellers and commuters that see it every day, the capital cost, market positioning and differentiation, enhanced presentation, etc. Measuring the cost vs benefi t against other advertising mediums over the effective life of the signage would be a very interesting study. Ultimately it may be impossible; however, a shorter term consideration may be easier to determine an outcome that was useful. For example, a large $20,000 property sign with an effective life of say seven years equates to $2,857 per annum. How many potential guests would see this over the year and stop the car as a result of the signage? How many vehicles,

therefore potential guests and referrers would see it and either be impressed or unimpressed by the signage? How many direct room sales, indirect room sales and value towards market awareness would be achieved?

The old adage, ‘never judge a book by its cover’ is often quoted but not so often put into practice. A motel’s signage is often the fi rst impression the public has of a property, it draws attention to the business and helps to differentiate it from often many other properties in the same vicinity. Updated, fresh, clean signage is the fi rst prompt that a passer-by will get and they often equate the standard of presentation of the signage with the standard of presentation they can expect inside the property. They may be the best rooms in town but unless potential guests are attracted from the outside, who would know.

Studies show that customers are more likely to purchase from, and recommend, businesses that are familiar to them. If a person is travelling the same route past the same properties regularly, and even if they are not actually aware of it, the signage they see along the way is planting a subliminal seed of familiarity and they are much more likely to comment on not only those properties they are familiar with, but those whose signage has left them with a good impression of what lies within when making recommendations. This is an underutilised and underestimated driver of local based sales.

The large capital cost is

often the biggest issue for renewing property signage. In recent months (in the case of leasehold motels), I have seen the discussion between lessee and lessor over the property signage crop up. The lessee would like to do a brand new sign to improve the image of the motel. They want to improve the street appeal of the business and

hopefully capture more ‘passer-by’ trade thereby increasing the occupancy and income of the business. This also strengthens the lessor’s investment by having a stronger tenancy arrangement in place. Often the signage is a large structure that belongs to the lessor as part of the building and the lessee maintains it. The lessor’s responsibility is then replacement.

Prominent, eye-catching signage provides continual exposure to thousands of potential guests, building brand awareness and guiding travellers to stay. Property signage really is a silent salesperson for a business, promoting a business 24 hours a day, 365 days a year. A property sign can work for or against a motel, so the importance of having it right cannot be understated. ■

25

Andrew Morgan

Queensland Tourism & Hospitality Brokers

Prominent, eye-catching signage provides continual exposure to thousands of potential guestser

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management | Thinking Accommodation

Royal commission… what royal commission?Someone once said that a bank is an institution that gives you an umbrella when the weather is fi ne and wants it back once it starts raining.

That's a bit harsh in my experience. Most bankers seem more inclined to help you hold the umbrella in foul weather provided you hold it as well.

Anyway, on to this month's collection of random thoughts, which in case you are interested, I am typing from a cabin at Lake Maraboon just outside Emerald in western Queensland. The managing director and I are on a month-long trek through the lesser known parts of the state, visiting clients and trying to gain some sort of perspective on what's happening out here with the much-publicised downturn in the resource sector.

While we have been travelling I have had a great business idea. What say I rent some of your cash assets from you and your mates and then rent them back to you and others. I'll add a profi t margin in the middle and make a few bucks. Just to be sure you look after your leased back assets, I'll put a few conditions on the arrangements and I'll reserve the right to demand the assets back if you misbehave. I'll even allow you to build equity in the leased asset and maybe the cash or what you spent it on will be yours one day. Provided things are all going well, we will be friends but heaven help you if you can't pay the rent. I reckon I can get this idea up and running and make plenty of money on a very low margin, maybe as low as 2.5 percent. I'll end up with virtual control of an incredible asset base and investors will be falling over themselves to buy shares in my little venture. Super funds will love the business model and start to rely on dividends and capital growth from their investment. The value of my business will surely rocket and all will be well.

The only glitch I see with my new found money-making scheme is the risk of my clients

failing to pay the rent on the asset or even worse, keeping the asset and not wanting to give it back. I will certainly need to ensure some risk management or my shareholders will come down on me like a ton of bricks. I know, I'll take some security from my renters, maybe a mortgage or an asset charge. Let's face it, most of my clients will probably use the rented cash to buy assets so having some security should be easy. If they fail to pay the rent or give back the asset at the end of the rental period, I can grab my security.

I know if this thing gets off the ground and grows the way I reckon it will be only a matter of time before the regulators will notice and want to put a few rules of their own in place. Provided I play fair and adopt an open and transparent business model I've got no problem with that. I'll be particularly careful not to rent the cash to people who have little prospect of paying the rent and I'll do all I can to help if they get into strife. The last thing I want is for my clients to hate me and some do-gooder demanding a royal commission.

Hang on, I'm too late. My brilliant plan has already been put in place by others and if you believe the papers it's not going all that well. As you have probably already concluded my clumsy outline above is an attempt to distil to the basics the deposit taking and lending function of our banks to a few simple ideas. The rented asset in this case is money raised from deposit holders by the banks and on lent to borrowers. The rent is the interest charged. It's a pretty simple business model administered at the coal face by decent, hardworking people just like you and me. So, why is it that the average bank client doesn't particularly like their bank (or banks generally) and why are there calls for a royal commission?

As always, I have a few theories. The prime suspect is our education system. For years, we have been churning out students with no idea of how our banks or fi nancial system actually work.

26

If certain politicians think a royal commission is necessary are they also saying that these esteemed sectors of the public service have failed or are we simply wildly over-regulated?

Mike Phipps

Director, Mike Phipps Finance


Thinking Accommodation | management

I met kids today who can explain human rights and diversity in great detail but can't fill-in a tax return. No disrespect to the former but I would argue that the latter is more important. In pursuit of the esoteric we are missing the fundamentals with the end result being a huge number of bank clients who simply don't understand how the whole game works. Needless to say, this is a recipe for disaster.

The problem is exacerbated by what seems to me to be a senior management malaise within the banks themselves. One only has to review the responses from the various managing directors and chief executives to recent allegations of interest rate margin fixing, IT contract bribery, deliberate manufacturing of credit defaults, price signalling, poor and conflicted financial advice and misconduct in bank-controlled insurers to see that they are simply terrible when it comes to learning from past experience. In one spectacular case, a

major bank appears to have developed a corporate culture of sack the messenger. The case is not helped by poor and often convoluted communication and dreadful public relations strategies.

The final straw of course is the broad community attitude of anti-bank sentiment brought about by the occasional need for a lender to seize a security in order to get the rented asset (the loan) back. We live in a world of diminishing personal responsibility and this is never more clearly demonstrated than when a bank moves to enforce the terms of a loan agreement. The cry of ‘the bank should never have lent me the money, it's their fault I went broke’ goes up and the press have a field day. Give me a break. The reality is that banks will move heaven and earth to avoid sending a borrower to the wall. Only when all options have been exhausted will security be foreclosed upon and that's how it should be. We never seem to the read stories of

banks going out of their way to help clients even though I can tell you for a fact that they do.

But hang on, the banks make huge profits so they must surely be ripping off their customers. The people who make these comments generally have no idea how many shareholders the bank has, what the return on equity per share is or who holds the shares. Again, a reflection on a lack of understanding of how these things work. I have a bit of a chuckle when these same people tell me how well their superannuation fund is performing and when you ask why, they say ‘because of the dividends and imputation credits from shares’. A few bank shares included, I suspect.

So, how to fix the mess...

Certainly not with a $55 million royal commission! If we must spend that much tax-payers’ money let's throw it at education and public awareness so

consumers can make more informed choices and develop the skills to manage personal budgets, understand cashflow and pick good advice from garbage. If there's any leftover, send all the senior managers in the banks on an intensive public relations and plain speaking course. Maybe throw in a couple of days of ethical business management theory.

Finally, there are already Ombudsman offices designated to assist with complaints associated with the banking, finance and insurance sectors. There are also a range of other government agencies (RBA, ACCC, ASIC and APRA) that have bank governance and compliance of some sort as part of their brief. If certain politicians think a royal commission is necessary, are they also saying that these esteemed sectors of the public service have failed or are we simply wildly over-regulated? ■

27


management | Intonet

Virtual reality is a must!

What would you do if you had a spare $2 billion laying around? If you are anything like me, you would not even be able to comprehend such a sum.

Mark Zuckerberg, creator of Facebook, had no such diffi culties as he went out and bought a virtual reality company. Not only that but he also spent nearly half as much again on a peripheral company. But why?

In the meantime, Samsung had entered into a partnership with Oculus, once again raising the same question. The answer to these questions will shape your future advertising and marketing thrusts and indeed will also most probably change the look and feel of your online reservations systems.

So who or what is Oculus? Until about a month ago, I had not heard of the name but I quickly learnt when Samsung released their new fl agship smartphone. Like me, you may well have seen all the advertising hype from Samsung announcing the release of their new device. What was unusual was their offer to also throw in a virtual reality (VR) viewer if you pre-ordered a phone. My initial reaction was just mild curiosity.

Possibly just like you, I had played with the various Xbox variants and found them interesting but not compelling. Some of the younger members of the family played with them but I have never been a ‘gamer’ and did not become a fan despite the enjoyment the younger set received from these things.

However, the marketing hype by Samsung did arouse my curiosity, which rapidly changed to considerable excitement when I did some research. Not only that but the fact that Zuckerberg walked onto the stage during the phone release presentation and made an incredible speech changed my attitude.

"I'm excited to announce that we've agreed to acquire Oculus VR, the leader in virtual reality

technology. Our mission is to make the world more open and connected. For the past few years, this has mostly meant building mobile apps that help you share with the people you care about. We have a lot more to do on mobile, but at this point we feel we're in a position where we can start focusing on what platforms will come next to enable even more useful, entertaining and personal experiences.

“This is where Oculus comes in. They build virtual reality technology, like the Oculus Rift headset. When you put it on, you enter a completely immersive computer-generated environment, like a game or a movie scene or a place far away. The incredible thing about the technology is that you feel like you're actually present in another place with other people. People who try it say it's different from anything they've ever experienced in their lives.

“Oculus's mission is to enable you to experience the impossible. Their technology opens up the possibility of completely new kinds of experiences.”

We have, of course, had virtual reality for years now but it was all a 2D visualisation and in time lost its novelty value and popularity. We have also had some limited use of 3D in movies but again it really only has had novelty value.

We have also had Google Glass followed by Google Cardboard neither of which were startlingly effective and did

not gain much market traction. Circumstances gave me access to the new Samsung phone and the Oculus VR viewer.

I read all the cautions and warning notices that warned of possible psychological and physical risks, which were displayed before entering this new world but curiosity easily overcame any trepidations. I mean, what could happen to me sitting in my usual offi ce chair?

To continue with my rhetoric, I was transported to another world. It was not a case of looking at it but all of a sudden being right in the middle of it and completely surrounded by it. It was akin to being inside a sphere with the chosen world all around me. By moving my head, my surroundings would change just as they do in everyday life. Close by objects appeared to be close enough to touch. It was startling to have strangers beside me or see a helicopter just a few meters above me, all within touching distance. I could go on and on.

You want to know how that will affect you and your business? I will answer with examples. Qantas has released a VR movie, I don't know what else to call it, of Hamilton Island in the Whitsundays. Viewing it I found myself sitting on the nose of a jet fl ying over the beautiful Barrier Reef. Turning around I discovered the very alive pilots behind me getting ready to land the plane. I have spent a lot of my time on aeroplanes but this was a startling and incredible experience.

We also have a range of global hotels and resorts advertising through that medium as are some tour companies and event marketers. Department stores, medical institutions, universities and the International Space Station are just some of the users or about-to-become users of this technology.

Perhaps most signifi cantly, Google and others have made a $542 million investment in Magic Leap, a company run by Rony Abovitz, a 44-year-old eccentric genius. The company is likely years away from releasing a product but it seems in some ways more exciting than the Oculus Rift because it promises to employ “augmented reality” (AR) by creating realistic holograms superimposed on your fi eld of vision instead of virtual reality. “A frenzy” is how Thomas Tull, the CEO of Legendary Entertainment, describes the enthusiasm on the part of Magic Leap’s investors, who include, in addition to Google and himself, such heavyweight technology investors as Andreessen Horowitz.

Mr Tull is also a proud investor in Oculus and believes that the impact of virtual reality, no matter who wins, will be much more signifi cant than past breakthroughs such as HDTV and 3D movies. “Once you see virtual reality done well,” he says, “you take off the headset and say ‘there’s really a chance here to do something completely different’.” Will consumers, who just a year ago failed to embrace Google Glass, buy these new face-mounted displays? Hollywood and Silicon Valley seem to think it isn’t even a question anymore. The race is on.

If you want to see an incredible demonstration of how it all works just log onto Microsoft's holoportation video at https://goo.gl/8gv2Mz (with more at http://goo.gl/FuLwN4). And to see what hotels and resorts are already doing, go to http://www.youvisit.com/hotels-and-resorts. Add this to your cash fl ow projections as I think you will be using it within the next few years. ■

28

Arvo Elias

Cybercons


To Market | management

The painful truth about hotel website SEOYou are a director of sales and marketing overseeing all day-to-day activities for your property, maybe several properties, from meeting/group sales to TripAdvisor reviews and website promos. It all falls on you.

Then one day, your GM calls and says: "I just did a Google search for 'Miami Hotels' and we don't come up anywhere. What are we paying that hotel website company for?" You immediately go online to do more searches and panic ensues. You start to think, what are you paying them for? Aren't they supposed to be handling all of that Google stuff? Why isn't your hotel on the first results page for all of those non-branded keywords? Why is everything so different on mobile?

The answer is that everything you've expected or known about search engine optimisation for hotels up until the last year is now obsolete. Even if you've invested thousands of dollars into your SEO efforts to have your website successfully rank on page one of Google for ‘Sydney hotels’, you may never see your website show up on page one, let alone see a measurable ROI.

So how do you answer your GM and hold your hotel SEO firm accountable? It's time to redefine your KPIs when it comes to search, and face some of the harsh realities of SEO for the hotel industry.

Problem one: Google has commercialised its results pagesSummary: in 2015, Google reduced its Google Maps and Google Places results from displaying a "seven-pack" to a "three-pack", only showing three hotels with a thumbnail image and Google's own commercialised meta-tool. Hotel ads may lead a consumer to book via Google or with one of their OTA advertising partners.

And recently, Google made further, major layout changes to its SERPs (search engine result

pages), especially for broad search queries like ‘Sydney hotels’ or ‘hotels in Times Square’. As a result, natural/organic search listings have now been pushed further down the pages and are seeing a reduction in organic click-throughs, and even less traffic on mobile devices.

Solutions: While you cannot control the search engine's giant layout or where your listing is displayed in the SERPs, you do have some control on what information is being populated:

• Claim your property's name and place (NAP) and make it consistent across all platforms from Google Plus to Yelp. Make sure your Google Plus page is verified and links directly back to your hotel's website. Services like Yext or Moz Local can help you manage all of these in one simple platform. Other services like Whitespark can assist with citation clean-up or updating any listing on the web that has your property's business name, physical address and phone number, in addition to helping build safe, credible backlinks.

• Control the images you display across the online universe with image parity software like ICE Portal or VFM Leonardo. This will help clean up images of your hotel across the web, including the OTAs.

• Target answers not keywords. A recent study revealed that 15 percent of Google's 3.5 billion daily searches were questions or queries that the search engine has never seen before! Hotel websites need to target ‘long tail’ search queries by adding content that answers a traveller's questions and provides information about the destination or the experience guests will have. Don't be afraid to promote local businesses or restaurants; not everything on the site can be self-serving. A hotel site is more likely to rank for long

tail queries that have less competition and will see a rise in user engagement. Quality website traffic over quantity!

• Utilise a content mapping and interlinking strategy. What page does your website user visit most before they book? Is there a pattern in the sequence of the pages they visit before entering the booking engine? Once you identify the most relevant pages on your hotel's website, analyse the typical user's journey to complete a booking. This ‘path’ report can be pulled from Google Analytics. Content mapping ensures that the content on those pages, and the text links within the site copy, are interlinked properly, making it easier for the user to find the information they are looking for in addition to passing signals to Google about what content is most related and important.

Problem two: increased competition for your own hotel name

Summary: Google's Hotel Ads and Book on Google products have made it harder than ever for hotels to get traffic from their own brand name. TripAdvisor, big brands and the OTAs have always out-muscled individual hotel websites for popular non-branded keyword searches (i.e. ‘Sydney hotels’). But in 2015, new paid advertising products emerged, making the search engine marketing space even more competitive for individual properties.

Last year, Google introduced its Book on Google model alongside its Hotel Ads module. Online users now have the option to view rates from all OTAs or book with Google directly from the SERP page, without ever having to actually visit a hotel or OTA website! Properties connecting via a CRS are paying approximately 10-12 percent commission to Google for the Book on Google feature, and anywhere from $1 to $4 cost per click (CPC) to have their rate listed alongside the OTAs on Google's Hotel Ads module.

You can read more about how Google's products work on their official websearch blog. But here is a simple visual breakdown of Google's new page structure:

Solutions:

• Dominate the SERP by combining PAID and organic search efforts. Consider having your PPC and SEO teams working side by side to implement tactics like review or ad extensions and event schemas to take up as much real estate as possible on a page for brand related search queries.

• If budget permits, participate in meta search advertising or hotel ads, but be sure that the hotel rates are in parity!

• Add alternative tags to all of the property's images and with the hotel's name to influence branded image results. ■

By Tambourine

29


management | Check In

Attention! Extensive damage revealed to FNQ barrier reefA new study by Australian scientists revealed the full extent of the coral bleaching disaster that is unfolding on the Great Barrier Reef, off the coast of Queensland. Disturbingly, only seven percent of the Great Barrier Reef has avoided coral bleaching

The study conducted by the National Coral Bleaching Taskforce was “established in November 2015 to co-ordinate research efforts among Australia’s marine science community in the event of a mass bleaching event. The taskforce draws together 10 research institutions across Australia to co-ordinate the efforts of over 300 scientists”.

The final results of extensive aerial and underwater surveys reveal the horrific extent of the damage, with 93 percent of the reef affected and a mixed picture of very severe, moderate and little damage that changes dramatically from north to south along the 2300km length of the reef.

“We’ve never seen anything like this scale of bleaching before. In the northern Great Barrier Reef, it’s like 10 cyclones have come ashore all at once,” said professor Terry Hughes from James Cook University and convenor of the National Coral Bleaching Taskforce. “Towards the southern end, most of the reefs have minor to moderate bleaching and should soon recover.”

“We have now flown over 911 individual reefs in a helicopter and light plane, to map out the extent and severity of bleaching along the full 2300km length of the Great Barrier Reef. Of all the reefs we surveyed, only seven percent (68 reefs) have escaped bleaching entirely. At the other end of the spectrum, between 60 and 100 percent of corals are severely bleached on 316 reefs, nearly all in the northern half of the Reef.”

The Great Barrier Reef is Australia’s most valuable natural asset and generates an annual income of $5 billion for the tourism industry, which has a longstanding

commitment to protect the reef. Sadly, climate change is the reef’s biggest threat and is also a threat to all the people who depend on it for their livelihood.

“Thankfully, many parts of the reef are still in excellent shape but we can’t just ignore coral

bleaching and hope for a swift recovery. Short-term development policies have to be weighed up against long-term environmental damage, including impacts on the reef from climate change,” said Daniel Gschwind, chief executive of the Queensland Tourism Industry Council.

Hoteliers are scared of Room 420

Why? Because of its link to marijuana! No, it is not an urban myth.

Apparently, the number holds huge meaning to stoners across the world as they have been known to hot-box these rooms or steal the door number.

April 20 has become a counterculture holiday: cannabis day.

Pronounced four-twenty, 420 has become a code-term referring to the annual consumption of cannabis and a way to identify oneself with the cannabis culture.

According to traveller.com, hotels have been known to change room 420 to room 419+1 in a bid to avoid the links with marijuana.

Some hotels just skip the door number entirely and some hotels have had their room number stolen so many times they have stencilled 420 on the door instead.

The problem is more common place in North America but if you have ever had a guest specifically ask for room 420 and then noticed that these peculiar guests left an odour behind and the 420 room sign has been removed, let us know.

Or perhaps you have found an ingenious way to avoid the problem? If so, we would love to hear.

30

Map of the Great Barrier Reef, photo courtesy of ARC Centre of Excellence for Coral Reef Studies / James Kerry

Photo courtesy of Mia Hoogenboom for ARC Centre of Excellence for Coral Reef Studies


Check In | management

Keep your online review responses short and sweet

A new study from Cornell University suggests that although guests appreciate a response to negative online reviews, hotels managers should not overdo their response. The message is to respond to mixed or negative reviews with restraint, ignore the temptation to be too wordy and do not respond to every positive review.

Operators should go easy on their review responses because the study found that “revenue levels increase as the number of management responses increases, but only to a point. After about a 40 percent response rate, hotels seem to reach a point of diminishing returns”.

The report is called, Hotel Performance Impact of Socially Engaging with Consumers and was compiled by Chris Anderson and Saram Han found that when managers respond to reviews it leads to improved sales and revenue. "However, we found a cautionary situation," Mr Anderson added. "It turns out that making too many responses is worse than offering no response at all, in terms of both ratings and revenue. So, managers should focus on making constructive responses to negative reviews rather than simply acknowledging positive comments."

A full description of the study is available at no charge from the Cornell Center for Hospitality Research.

Airbnb launches new “Live There” products

Airbnb has recently rolled out an updated app, with a range of new features, to change the way people travel by “offering an alternative to mass-produced tourism”.

The new mobile app has bespoke features that enable travellers to live like locals in over 690 neighbourhoods around the world. Also, “the new product includes an innovative matching system designed to understand travellers” preferences and then match them with the homes, neighbourhoods and experiences that meet their needs”.

There is a new ‘guidebooks’ feature that promises to unlock local insights, giving travellers access to millions of authentic insider tips from Airbnb’s global community of hosts.

Airbnb is also launching its largest brand campaign to date, called Live There, designed in response to the alleged, “growing dissatisfaction and disappointment with standardised tourist offerings that have become the hallmark of modern tourism”.

“The number one reason people chose to travel on Airbnb is that they want to live like a local. They don’t want to

be tourists stuck in long lines, fi ghting with the crowds to see the same thing as everyone else,” said Brian Chesky, Airbnb co-founder and CEO.

“Our hosts offer more than generic hospitality; they welcome travellers from around the world into their communities. Today is the start of an exciting journey to help people not just go somewhere but truly live there.”

Airbnb aims to empower travellers to break-free from the limits of “cookie-cutter travel”. Founded in August 2008 and based in San Francisco, California, “Airbnb is a trusted community marketplace for people to list, discover, and book unique accommodations around the world”. It has always been on the forefront of fresh hospitality ideas and frequent controversy, this interesting new development will challenge industry thinking, yet again!

Airbnb traveller research key fi ndings:

When US travellers think about the stress of dealing with crowds at major tourist attractions:

• 48 percent of those questioned found this more stressful than a work deadline

• 48 percent found it more stressful than going to the dentist

• 52 percent found it more stressful than doing their tax return

A relaxing vacation?

• 52 percent of travellers do not typically feel more relaxed and refreshed after a holiday

• 19 percent typically feel more stressed and tired after a holiday

To be or not to be a tourist

• 47 percent of travellers responded that they are not happy to be considered a tourist when visiting a new place

• Only 13 percent would mainly like to take part in tourist experiences when they visit a city on vacation

• 55 percent would like to combine tourist activities with local experiences and 23 percent would mainly like to do local experiences

All fi gures, unless otherwise stated, are from YouGov and the total sample size was 2307 US adults, of which 2105 have ever taken a vacation, with fi eldwork undertaken between April 8 and 11. The survey was carried out online and all fi gures have been weighted and are representative of US adults (aged 18+).” ■

31


management | Feature – Commercial Roof Repairs & Maintenance

How your roof can cost you less time and money

Australia's $6 billion hotel and resort industry has a lot of potential but it's also growing increasingly competitive.

IBISWorld says that the sector is expanding by 3.3 percent every year, as more businesses join the hundreds already set-up on our shores. Their income is based entirely on staying open to guests and providing a hygienic, comfortable and unforgettable experience. It's no small task though one that, if it is to be achieved, needs a proactive approach to maintenance, especially roof maintenance.

Having a plan in place to identify and prevent potential roof issues is an absolute necessity to ensure a resort manager's most time-consuming and expensive issues can be managed effectively. As they say, an ounce of prevention is worth a pound of cure.

When resort managers believe they are saving time and protecting their budget by fixing roofing issues as they come up, that is almost never the case. Reactive roof maintenance can cost a lot more, usually as more labour, time and materials are needed to fix a bigger issue than a smaller one. This can lead to prolonged downtime in an industry that relies on consistency.

Although there may be no leaks at present, there could be areas of the roof that are deteriorating and at risk. If these

are dealt with proactively instead of reactively, managers are saving on the costs associated with repairing internal linings and counteracting the issue of mould that water leaks can pose.

It is imperative to understand the different roof types and potential issues they can cause. Whether it be a metal, concrete or tiled roof, having a proactive maintenance strategy can help alleviate these problems.

What can go wrong with your metal roof?

With metal roofing, especially in the hotel and resort sector, two of the biggest issues are sealant breakdown and poor workmanship. A lot of the time,

everything can look fine on the surface but it can still be leaking or deteriorating to a degree that means there will soon be more problems.

Many sealants only have a two to three-year lifespan and long before that, can be poor quality in their design or application. It's often very hard to determine when sealants have broken down in any given area, and when that happens, the whole roof's condition can be compromised.

Modern-day detailing relies heavily on flexible sealants as the primary water-stop material rather than using well detailed metal flashings to be the water-stop system, so it's increasingly important that they're up-to-

scratch. Most metal roofs come with a 20-year manufacturer's warranty and yet they're held together by sealants that have much shorter guarantees, something resort managers often don't realise.

Corrosion is also an issue with metal roof systems, most of these not being visible to the naked eye. This results in the root cause of the problem going unnoticed on the underside of roof sheeting, flashings or box-guttering systems, which ultimately leads to water ingress.

A proactive approach to metal roofing includes regular inspections of the roof while considering the products that are being used and their life spans. When it comes to roof maintenance for a metal variant, using materials that have a longer lifespan and complement the system as a whole, can call for less frequent and less costly maintenance in the future.

What makes a concrete roof weak?Concrete is famous for being tough, which is why it's commonly used as a heavy, load-bearing roof. However, they are always covered by a waterproof membrane, which is much more prone to damage.

They come in three main forms:

• Bituminous sheet membranes

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Feature – Commercial Roof Repairs & Maintenance | management

• PVC or TPO sheet membranes

• Acrylic or polyurethane liquid membranes

These often show different signs of deterioration. With the sheet-type membranes, there is the risk of delamination of the lap joints, where they become blistered or deteriorated to an extent that they're no longer durable against the elements. The advantage is they're often the easiest to repair. However, when substantial expansion and contraction is occurring, the membranes can become cracked and break down, starting at the perimeter wall, cross-joint or lap-joint areas.

With acrylic and polyurethane liquid membranes, the more noticeable forms of breakdown are cracking, crazing and blistering. A lot of it is due to the age of the

membrane or the way it has been applied. These membranes are very susceptible to any trapped moisture, whereas that doesn't affect the other membrane types to the same degree.

With all of these membranes, if you can identify early enough that they're coming to the end of their life spans, they can often be patched or restored with another single layer, which will in many cases make them as good as new. However, a reactive approach can often lead to a build-up of moisture in the substrate and delamination of the surrounding membrane, and at that point it often calls for the complete removal of the existing membrane and installation of a whole new membrane.

What causes tiled roof wear-and-tear?

All tiled roofs need maintenance on a regular basis as the main areas that can be affected are the pointing and bedding of the ridge-cap area. This pointing may need replacing two to three times within a 20-year period.

With tiled roofs, there's also a more substantial risk of leaf build-up, particularly in the valley drains (or valley gutters). The leaves trap moisture, decompose and often lead to accelerated wear and corrosion.

Also, if there's considerable foot traffic or a severe weather event, tiles can become more vulnerable to damage than other roofing substrate systems like concrete. It could be from tradesmen walking across them to a loose branch hitting the roof in a storm. So, whenever there's harsh weather or an increase in foot traffic in the area, it's usually

a good time to be proactive and check on the roof system.

Why be proactive?

Although it may appear that taking a proactive approach is a more expensive method at the time, it protects your building from potential internal disruption or repairs that may be required due to water ingress occurring.

It is important to understand that having a sound, proactive roof maintenance plan in place for the next five years will allow you accurate budget allocation and forecasting for these often out-of-sight areas.

It will save you time by dealing with a smaller problem today rather than a big problem tomorrow. ■

By Scott Jensen, R&BS

33


management | Feature – Creating the Ultimate Guest Sleep

The business of sleep

Not sleeping well is a widespread problem as most of us don’t get enough sleep. According to the World Association of Sleep Medicine: “Sleeping problems are global, impacting 45 percent of the world’s population, endangering their everyday life and making their lives shorter.”

In March, during World Sleep Day in Budapest, an international event that raises attention on the importance of sleeping, experts confirmed that a lack of sleep may “lead to substantial deterioration of life quality” and “cause numerous diseases”. There is some good news though! Most sleeping disorders can be prevented or treated.

During World Sleep Day and as part of the international sleeping culture program, the 2016 Sleepfriendly Hotel Award was handed over to Prestige Hotel Budapest. “This acknowledgement distinguishes

and appreciates hotels that pay special attention to providing the appropriate conditions for a relaxing sleep.”

It opened in spring 2015 and offers 85 beautiful vintage-style rooms, with one guest reviewer describing their beds as “literally the bed of dreams”, they also offer a pillow menu. This hotel has garnered a collection of prestigious variety of awards and earned the TripAdvisor Traveller’s Choice 2016 Award.

This hotel offers top-notch sleep so how can you promote the business of sleep, offering high-end slumber within your budget? Australia’s sleep health foundation offers some top tips: First, “get the environment right”, including quiet - ensure the room is soundproofed and make a ‘do not disturb’ sign available. Dark – always have good quality curtains and shutters. Temperature – provide adjustable air-conditioning. Finally, present

a comfortable bed – a quality mattress and ensure cleanliness because a lack of hygiene and bed bugs are a massive sleep and business killer.

Or you could follow Westin Hotels and Resorts example – it considers itself ‘the sleep authority’ now that it is partnered with the World Sleep Society. It proudly delivers specially customised ‘sleep kits’ containing a range of sleep aids gifted to their guests to promote sleep and combat jet-lag.

But a comfortable guest bed is deemed the most important element in an accommodation guest room according to a 2014 Gallup Survey. It revealed that a comfortable bed was most often named the number one feature of a hotel room, more than any other amenity, including internet access and helpful employees.

So if your beds or mattresses are not up to scratch and you

need to replace them, what factors do you need to consider?

To help you, Resort News conducted a Q&A with some leading hospitality bed suppliers…

Michael Anderson is the national commercial account manager for SleepMaker Commercial

Q: Is there a difference between commercial/domestic beds?

A: Yes. Our commercial beds use different variations of high-grade foams and a more robust-build model along with fire retardant fabrics to ensure the optimum balance between comfort and durability.

Spring types are also important, to again ensure longevity, support and comfort for the wide and varied range of guests that will sleep in that bed over its lifespan.

34

Pullman Albert Park courtesy of Sleepmaker

SHOULD'VE GONE TO SLEEPMAKER...Recent surveys show over 70% of guests rated a Hotel Bed

as the single most important item in a hotel room...keep your guests happy and invest in a great Hotel bed

from the leaders in commercial bedding.We sell Sleep!

Call us on 1800 425 903 or email: [email protected]



Q: What are the posture and spinal support options on the market and can guests get choices?

A: SleepMaker Commercial use a mix of Duracoil, Miracoil continuous coil and Australian made pocketed coil springs in our range to ensure superior support and maintain optimal spinal alignment, in addition to the ultimate in comfort. Combined with our Climatex quilting systems and premium-grade Dunlop DreamFoams, guests are ensured the optimum comfort.

We also have a longstanding partnership with the Chiropractors’ Association of Australia (National) Limited (CAA), having been working together for over 25 years.

Q: Tell us about the latest trends/innovations?

A: We have now been using premium gel-infused memory foams in commercial for a couple of years, and feedback from hotels and guests alike is nothing less than amazing. We are seeing an increased demand for high-end bedding with new technologies like different grades of specialist memory and gel-infused foams, and specialty hybrid beds that combine the

best of foam and springs to create a truly unique sleeping experience.

Q: Can you get commercial durability on a budget without compromising on a good night’s sleep?

A: Absolutely, every bed should be built with comfort and durability in mind first and foremost. As we are a part of the Comfort Group Australia, our sister company Dunlop Foams develops and ensures only quality foams are used in our commercial bedding. Along with premium spring systems, and state of art manufacturing processes, we are able to keep our pricing down and ensure quality bedding to suit any budget.

If a bed is cared-for properly, rotated and turned regularly, the return on investment is even higher.

Q: How do you reduce allergens in a bed?

A: We apply our Ultra-Fresh antimicrobial treatment during the foam manufacturing process for all mattresses. Ultra-Fresh keeps your mattress and bedding fresh and clean by actively guarding against dust mites (which can trigger asthma and allergies)

and eliminating many of the bacteria and fungi that can create unwanted smells and staining. In addition, our commercial fabrics are treated with HealthGuard BB, which has long lasting anti-mosquito, anti-bed bug and anti-microbial protection.

Q: What type of warranty should a commercial customer look for?

A: Look for up to a 10-year warranty, depending on the range. A good bed should easily last many years, Bed care is an extremely important factor in the warranty and as long as it is cared for properly, your beds should outlast any warranty period.

Peter Deveny is the group commercial manager for AH Beard Commercial.


A: There are some fundamental differences in the type and amount of comfort fillings used in domestic and commercial beds, which will ultimately impact the durability and long term performance, but not necessarily the comfort

Our commercial beds are made using only materials that provide the optimum durability, comfort and support for hospitality properties. We use only Australian made foams, made using a process that delivers no CFCs into the environment. All of our Commercial beds use upholstery fabrics that are treated to comply with the relevant standards for fire protection and are also treated to resist mould, mildew and airborne allergens.


A: Generally speaking, most good quality properties are buying beds that offer guests a combination of comfort and support, albeit there are different levels and types of support. Guests should look for beds that provide postural correct spinal support and have a zoned spring system.

If beds are endorsed for their support by the International Chiropractors Association, guests can be assured that their bed is providing the premium type and level of support available. The only way that guests can really influence this is by asking at the

36

Rydges Sydney Airport courtesy of King Koil by AH Beard


Feature – Creating the Ultimate Guest Sleep | management

time of booking what type of beds the property has and if they use a zoned support system. If they don’t, book another hotel!


A: The reduction of allergens in beds is achieved by the use of treatments that help to inhibit the growth of mould and mildew and other allergen triggers in the foams. All AH Beard mattresses feature foams treated with HealthGuardR. This is a non-invasive treatment that eliminates mould, mildew, bacteria, dust mites and fungus to help make the mattress as clean and hygienic as possible.


A: Obviously, the price will determine the amount and type of comfort fi lls but there can be no compromise in quality. Look for an Australian made product, supported by an established and reputable manufacturer with a proven track record in the commercial sector. Demand a zoned spring system and product that is backed by a locally supported guarantee.

Make sure your beds use only Australian made foams, there are many products that claim to be made here but are actually only assembled here from many imported components, including foams that aren’t treated and are not made using the same environmentally conscious manufacturing plants and techniques as Australian made foams.

While not being as luxurious as their more expensive cousins, beds using these locally made materials should still provide

many nights of comfortable sleep for your guests and peace of mind for operators who know that they have made a good choice.


A: Look for beds backed with a fi ve or 10-year guarantee, supported by local manufacturers. A guarantee from a company based on the other side of the globe often can mean that it is hard to get any real support and service if anything does go wrong with your beds. Local manufacturers with local sales teams and manufacturing facilities are always the best choice.

Robert Weatherdon, managing director of R. Weatherdon & Co, the preferred supplier to more than 600 hotels in Australia and New Zealand also answered some questions. Q: Is there a difference between commercial/domestic beds?

A: Coils, springs, foam, thick, fi rm or soft. There are just as many variables in commercial beds as there are in the domestic brands. Commercial suppliers cater to the unique requirements of the industry. Hotels’ priorities are durability, robustness, easy cleaning without buttons, studs or anything that can be damaged.


A: Some properties offer fi rm, soft or support mattress variations. Also, pillow and topper menus provide further options.

37




A: The focus now is on the mattress topper. This caters to the legendary ‘sleeping on a cloud’ aspiration and the feeling of deluxe comfort. Personalising a room with bedding and pillow menus and catering to clients’ allergies, health and well-being requirements is where savvy operators are heading.


A: Eliminate dust and contaminants that trigger allergies and ensure soft furnishings are sanitised. Toss out old mattresses and check on options in hypoallergenic or microfibre mattresses, toppers, pillows, cushions and covers.

Q: Can you get commercial durability on a budget without compromisin g on a good night’s sleep?

A: Yes, you can but a good night’s sleep is subjective in our industry and accommodation providers should really aim to optimise the overall sleep environment. Mattress toppers, pillow menus, black-out curtains, noise reduction and air quality are all equally important.


A: Good manufacturers offer some level of warranty and it varies depending where the product is made. It’s something to discuss up front with your supplier.

Q: How can industry add value?

A: There is an increasing demand for rollaway beds and cribs giving the customer options and the property more opportunity to add value.

Chase McDonald is the commercial sales representative for quality mattress supplier Avanté.


A: Yes, commercial beds require fire retardant ticking for safety reasons and must also have some sort of allergen protection for hygiene reasons. A commercial product will either have a shorter

warranty period compared to a domestic product or the same warranty period but be pro rata.


A: The three main choices for posture and spinal support are continuous coil (bonnell), pocket spring and memory foam combined with high density foam. Mattress zoning is a must for commercial purposes because of the wide variety of people that will use the mattress. In a pocket spring mattress, zoning is achieved by using different gauge wire to create the individual pocket springs. Generally, the centre of the mattress will be the firmest zone to offer better posture and spinal support to the area of our body where we carry the most weight.

In a continuous coil mattress, zoning can only be achieved within the comfort layers of a mattress by adding extra layers to the centre area of the mattress; however, this has a shorter lifespan as the extra foams will inevitably deteriorate much faster than any spring.

Continuous coil and bonnell spring units are the oldest support systems. The bonnell spring unit consists of individual springs that are connected through spiral shaped wires whereas a continuous coil system is a single piece of wire throughout the mattress. Both of these options do not contour to the body very well. Zoning can only be achieved in the foam comfort layers. They can also be noisy and less durable and are usually firmer. Cheapest option. Pocket spring units offer excellent support and no partner disturbance. They contour to individual body shapes very well because the springs work independently. They tend to be more durable and less noisy because the springs are individually wrapped. These systems tend to be costlier than continuous coil and bonnell spring units but cheaper than memory foam. Memory foam mattresses

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A Compass Upright Bed from Weatherdon


Feature – Creating the Ultimate Guest Sleep | management

use high density foam instead of springs as the underlying support system.

Memory foam contours excellently to individual body shapes and relieves pressure points without the need for zoning. These are extremely durable if mattress protector is used to protect the memory foam. Has a very different feel to any spring support system, has no “bounce”. Memory foam can be used within the comfort layer on all spring units to increase the comfort and relieve pressure points. This is the most expensive option.


A: The latest innovations in the bedding industry for commercial purposes would include adjustable beds, vibration massage, smart lighting, USB and bluetooth connectivity. Adjustable beds give the consumer the option to sit up in bed to watch TV or use their laptops/tablets/phones comfortably without the need to stack up pillows. USB connectivity allows for easy charge points for smart phones and tablets.

Vibration massage is a great way to relax after a long day and can be synced via bluetooth with your smart device to offer ‘vibrate wake’ or notifi cation or call vibration settings. Smart lighting is another innovation to guide you throughout the night to and from your bed - the individual underside of the bed can slowly

illuminate to guide when leaving or returning to bed in darkness.


A: In our opinion you get what you pay for. You can still have a good night’s sleep on a budget mattress, but a budget mattress will need to be replaced more often. So in the long-run, you will spend more money on replacing budget mattresses, than you would on buying a mattress with better comfort and a longer expected lifespan and warranty.


A: The most obvious and easiest way to reduce allergens is by using a quality mattress protector. This option is the best because of the longevity of the mattress protector and can be recycled when a new mattress is purchased. These must be removed and cleaned.

Mattress protectors will cost more initially but offer better protection and longevity.


A: A commercial grade mattress will usually have a pro rata warranty equal to its domestic version. A commercial customer should look for a fi ve-year minimum warranty. ■

By Mandy Clarke, Industry Reporter

39

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management | Feature – Photography

Selling the holiday experience with visual contentWith so many online resources available to travellers and holiday-makers, it is easy to get lost in the crowd of accommodation options.

Increasing numbers of booking websites with many allowing property owners to directly sell

holiday accommodation, means that the right marketing strategy and content is more crucial than ever.

The combination of technological advancements and visual-content-hungry consumers makes it important to capture attention and be unique by selling

the holiday experience. Websites have become highly image and video-based and this is often the fi rst point of contact between your business and a potential customer.

By fi rst deciding what makes your accommodation unique a visual marketing strategy can be used to its full potential by highlighting the key features and points of differentiation.

Professional photography

One way to highlight these features and make a great fi rst impression is through the use of professional photography. Dusk and daytime photography can be used to create a prestige look and strengthen the branding for holiday accommodation.

There are a number of advantages to choosing a professional to capture images of your property.

• Expert use of lighting and composition of a professional will allow them to set up and compose images to highlight the key selling-points of the accommodation and location. With proper lighting, each space will look inviting and immediately position you above any DIY photography listings.

• A professional will have access to equipment and editing services to provide well-rounded support, fast turnaround times and provide extra services such as aerial photographs, panoramas and videos both during the day and at dusk.

• A professional can help by understanding the branding and style strategy of a business and aligning the content created to match. By taking the time to create a brief a professional can

42

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Feature – Photography | management

take photographs that are in keeping within the aesthetic of a company’s website and other branding aspects.

Virtual tours

Virtual tours are becoming a readily available marketing tool in the commercial sector.

3D scanning technology and panoramic imaging can offer the full experience of the accommodation by creating a walkthrough tour with 360° of access (including common areas

such as pools and gymnasiums) you can provide a unique advantage with all the information that a guest requires to make a booking.

Another option is the use of Google Business View where companies can gain better placement in Google searches and provide 360 degrees of imaging of the location, entrances and lobby of their building.

Each of these tools provides great confi dence to consumers when deciding on their

accommodation.

Aerial imagery

Aerial and drone photography is a great tool for promoting holiday accommodation.

Not only does it display the architecture and the outdoor features of a property but also the location within its surroundings. A great tool if you have beach-facing accommodation or vast natural surroundings.

Video

Another tool available to resort

businesses is video. There are a number of options for video from simple low-cost slideshows to full home and accommodation tours.

Videos are a very emotive medium with music, images and narrative and this is the perfect opportunity to display the lifestyle and holiday experience that comes with the stay. Both photos and video can be easily integrated into websites and provide plenty of content for other marketing aspects such as social media and e-newsletters. ■

By Cameron Taylor, Top Snap

43

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management | Feature – Pool Refurbishment

Ins-and-outs of swimming pool construction

Many types of swimming pools are in service today with both in-ground and above-ground styles available.

In-ground pool construction by far dominates the market with fi breglass, vinyl and concrete the principal types. Each type of pool construction has its advantages and disadvantages; however, concrete pools offer greater choices in size, design and styling. This article will discuss the refurbishment of interior fi nishes in concrete swimming pools.

Depending on the age of the pool, previous interior fi nishes could be fi breglass, paint, marblesheen, pebble or render. The integrity of the previous surface fi nish is a critical consideration. Paint or fi breglass fi nishes must be completely removed by either, wet sandblast/grit blast and then acid washing. Any loose material or residue must be removed and the surface hosed down. All remaining fl uid and debris from this process must be thoroughly pumped out. Marblesheen, if installed in the

1970s, may also include asbestos so appropriate measure need to be taken.

Marblesheen or pebble interiors must be inspected for any ‘drummy’ or ‘deteriorated’ areas. Drummy areas can be found by tapping the surface with a coin and listening for a hollow sound while any deteriorated sections will be visually obvious or will be softer when scratched with a coin.

Any ‘drummy’ or ‘deteriorated’ areas must be

removed back to the original concrete shell. Fill these areas with a strong, cementitious render if they are to be patched. It may be necessary to remove the old interior completely if it is unsound. Generally, sound surfaces can be ‘sparrow pecked’ with a ‘scutcheon’ or ‘kanga’ hammer to provide additional key for a new surface if required.

The condition of any coping on the pool should then be determined and any replacement

or repair of this component completed prior to any of the new interior refurbishment.

Depending on the style and age of the pool, a tile band maybe present. If a cementitious render is to be used for the interior refurbishment, the supplier’s technical literature should be consulted to determine if a tile band is recommended for that product.

Where a tile band exists, preparation for a new interior is achieved by making two 10mm deep cuts, the fi rst directly below the tile band and the second cut 150mm below the tile band using a diamond saw.

This section of the old interior surface is removed up to the tile band to allow for the new interior surface to installed fl ush with the tile band surface. Acid wash and then water blast the exposed area under the tile band to remove all dust and organic debris and thoroughly hose off the area. All residues of acid and debris must be removed from the pool interior.

44


management | Feature – Pool Refurbishment

Any repairs to the tile band such as re-grouting should now be completed. The tile band should also be acid washed once grout has hardened.

Once the pool shell has been prepared, a bonding agent must be placed onto the old surface. This is essential for the new interior surface integrity as the previous cement in the old surface has lost its chemical activity and a chemical bond must now be available for the new interior.

Consult the supplier’s technical product literature to understand how this product is to be installed and when a new render surface can be placed onto it.

Once these previous steps have been completed, the application of new interior finish can commence. Cement-based renders need to be placed wet-on-wet; that is, any joints must be placed together while the cement is still active. Consequently, a

new interior surface installation, requires considerable skilled labour and resources to achieve the wet-on-wet timeframe window. Further, the supplier product warranty is also likely to dictate that professional installation is required. So new interior finishes are generally installed by experienced applicators.

Depending on the type of interior surface finish selected, careful exposure of the surface may also be required, which requires experienced trades knowledge in order to achieve a superior surface finish.

Once the new interior surface has been installed, the last step is to refill the pool and chemically balance the water.

The interior finish supplier’s literature must be consulted to determine the pool water chemistry or balance requirements. Typically, this involves testing parameters such as pH, total alkalinity and calcium hardness levels for the pool water. New cement render surfaces will

undergo a ‘conditioning period’ where the cement in the render continues to harden. During this period, water balance is usually monitored more frequently to adjust for this progressive change in the render. Usually, after the first month of operation, this settles down.

However, it is very important to consult the interior finish supplier’s literature around when chemicals such a salt can be introduced into the pool water. This may require the use of alternative sanitisers during this period. Refurbishment of an interior swimming pool surface can revitalise the appearance of a pool and also the surrounding landscape.

Prudent inquiry and selection into the type of interior finishes available and suitable for your swimming pool can reinvigorate the significance of a swimming pool in your landscape and improve the marketability of your residence. ■

By Technical Engineer, WaterStyle

46


Tourism Report | tourism

Simpler visa rules a boost for Australia's business events industryThe announcement in Shanghai today of simpler visitor visa rules for Chinese citizens is a welcome move that will make Australia more attractive to this key market for business events, the Association of Australian Convention Bureaux said today.

Federal tourism minister, Richard Colbeck, officially announced the trial of online visa applications in Mandarin – the first time that applications have been made available in a language other than English. The online forms will be accompanied by 10-year multiple entry visas for Chinese nationals, announced last year.

"The cost and complexity of visa applications is a core concern for the business events industry," said AACB CEO Andrew Hiebl. "Ensuring that Australia's visa processing arrangements remain competitive is a must."

"The news today that visas will be easier to obtain for Chinese delegates is very welcome. However, we still urge government to consider allowing high-spend delegates from China the same $20 electronic travel authorisation we extend to those from Hong Kong and Malaysia."

This announcement comes off the back of the Minister's participation at Business Events Australia's Greater China Showcase as part of Australia Week in China.

The showcase featured 30 Australian companies, including ten convention bureaux, promoting conference and incentive travel to Australia. Sellers met with over 100 Chinese corporate buyers, business events agents and media during the three-day program.

"These events in China show the federal government's commitment to attracting business events to Australia and a recognition of the importance

of the sector to the Australian economy," said Hiebl.

"International delegates are as good as it gets for Australian tourism. They spend, on average, 21 percent more than other international visitors over the course of their trip and 77 percent more per day. They are exactly the kind of international tourists we need to be encouraging."

"The growth prospects for China are greater than any other market, especially now with the momentum of the China-Australia Free Trade Agreement. A focus on business events will only strengthen ties between the two countries, as they provide platforms for sharing knowledge, collaboration, networks and trade.

While most sellers will be focusing on the corporate incentives sector (reward travel) out of China, there is enormous scope to attract Chinese delegates to conventions and exhibitions hosted in Australia.

The AACB has just released a forward calendar of 296 international business events confirmed for Australia through to 2024. Sharing this intelligence

with Tourism Australia and Austrade could help better direct delegate boosting and reverse trade mission initiatives.

Chris Hemsworth “Kicks off” the Hong Kong SevensGet ready, rugby sevens fans! This year, global ambassador for Tourism Australia's latest campaign Chris Hemsworth made a surprise appearance at Hong Kong's Ocean Terminal.

Mr Hemsworth showcased his skilful rugby kick-off by the iconic Victoria Harbour with Hong Kong Island's spectacular skyline as the backdrop.

"Chris truly embodies the Australian way of life and his love of his home country, with all its natural beauty, makes him an ideal ambassador," Tourism Australia managing director John O'Sullivan said.

Upgrade to Manuka Oval great news for Canberra’s tourism, says AHACanberra's hoteliers believe the proposed re-development of Manuka Oval will provide a major boost for Canberra's tourism,

accommodation and events sector.

The $800m proposal includes upgrades to the current stadium including a moderate increase in capacity, improved media and corporate facilities, upgraded public facilities, improved food and beverage facilities and the creation of more public open space – in short, making it an international-standard facility.

As well as a major commercial and residential development on the surrounding land, the mixed-use precinct will help link Manuka Oval to the Manuka business district and Kingston Foreshore through a multi-million-dollar upgrade.

Following a briefing from Richard Griffiths, COO, GWS Giants, AHA National CEO Stephen Ferguson said Canberra's hotel, accommodation and tourism industry believed the proposed upgrade would significantly boost the national capital's ability to attract major sporting and other events and would complement the significant expansion in accommodation stocks over the past two years.

47


tourism | Tourism Report

"All major capital cities require world class events precincts and an events calendar to match it," said Mr Ferguson

"Any development that kick-starts the economy to bring more people to Canberra is a win for hospitality and tourism, and the sector is excited to see the proposal become a reality.

"The Manuka Oval makeover will lift crowds as well as increase Canberra's chances of hosting more major sporting events, including international matches."

Mr Ferguson said "It is especially exciting for hospitality businesses in the Manuka and Kingston entertainment districts, which will see an increase in hotel occupancy and trading as a result."

On behalf of members, the AHA looks forward to working with the GWS Giants and key stakeholders to ensure a successful outcome.

The AHA also urges the ACT government to support the new project for the long-term success of Canberra's licensed hospitality and tourism sector.

Free high-speed wifi improved and expanded on Sunshine CoastIt's not inconceivable that in between waves, surfers will be able to use their smartwatches to surf the net following the expansion of free high-speed wifi along the Sunshine Coast's beaches.

Sunshine Coast Council has expanded its free high-speed internet services to over 70 access points at 21 locations across the region, with new wifi access points launched at Mooloolaba Beach, Alexandra Headland and Maroochydore Beach, which hosted the Australian Surf Life Saving Championships from April 16 to 24.

"Free wifi is a service that people are coming to expect and the new services will help visitors

keep connected," said Sunshine Coast mayor Mark Jamieson.

"Some of the first visitors to use the new connections will be those coming from around the country for the Australian Surf Life Saving Championships – it will help them stay in touch with people back home and to explore the coast.

"We expect that around 2000 users could connect at once in Mooloolaba-based on the number of access points installed there once the expansion is complete.

"This capacity will, to some extent, vary depending on the types of devices people connect and we will monitor the usage to evaluate and improve where possible.

"Council will also install free wifi later this year as part of the Bulcock Street streetscape upgrade in Caloundra and will continue to look for opportunities to expand the wifi network."

Australia’s fastest growing airport needs to expand

The summer of 2015-16 has been a record breaker for Sunshine Coast Airport with passenger numbers growing for the sixth consecutive month, making Sunshine Coast Airport the fastest growing airport in the country.

Over the summer months

(December to February), a total of 244,708 passengers used the flight services at Sunshine Coast Airport, representing growth of 19 percent on the same period 12 months prior.

Increased services by Virgin Australia and Jetstar, the first summer of flights by Air New Zealand, and the start of Qantas services to Sydney all contributed to the strong growth.

Recently released December data from the Commonwealth Bureau of Infrastructure, Transport and Regional Economics (BITRE) confirms the Sunshine Coast Airport as the fastest growing airport in the country for December, the sixth month running at the top of the chart.

The airport experienced a 17 percent year-on-year increase in total passengers for the month of December, with Cairns (8.8 percent), Alice Springs (8.6 percent), Hobart (7.2 percent) and Melbourne (7.2 percent) rounding out the top five.

Sunshine Coast Airport general manager Peter Pallot said the airport was continuing to go from strength to strength with February passenger figures a prime example.

"February was a sensational month for the airport and the figures clearly demonstrate the growing popularity of the airport with both locals and visitors," Mr Pallot said

"In what is typically a quiet month, we have had 65,261 passengers pass through our gates. That's a 25 percent growth rate year-on-year."

Mr Pallot said capacity on the Melbourne – Sunshine Coast route in February grew by an average of 15 percent compared to 12 months prior. The extra seats were eagerly snapped up by passengers with an 18 percent increase in passenger numbers and strong loads being experienced across the board.

"The Sydney – Sunshine Coast route saw 32 percent more seats added as a result of additional capacity by Virgin Australia and Jetstar as well as the start of Qantas services," he said.

"Passenger numbers were up 24 percent year-on-year with both Virgin Australia and Jetstar recording growth."

Sunshine Coast Council CEO Michael Whittaker said Sunshine Coast Airport was a business unit of council and was not relying on ratepayer funding.

"The $347 million Sunshine Coast Airport Expansion Project will help grow passenger numbers and support the needs of the growing Sunshine Coast community," Mr Whittaker said.

"It is anticipated it will contribute $4.1 billion to the local economy and result in 3500 fewer dwellings being affected by noise each day, generate more than 2230 jobs and help our export businesses."

Visit Sunshine Coast CEO Simon Ambrose welcomed the news of capacity and passenger increases to the Sunshine Coast Airport and the region.

"When we market Sunshine Coast to the rest of Australia and internationally, one of the biggest selling points is that you can land and be at your destination within 30 minutes, and it is a huge marketing advantage," Mr Ambrose said. ■

48

Ashley Robinson and Mayor Mark Jamieson test out the new wifi at Alex


Tourism International | tourism

49

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Only 29 percent of hotels are fully leveraging guest intelligenceIncreasingly, savvy hoteliers use guest feedback to make operational and service improvements on their property to deliver better guest experiences.

ReviewPro surveyed 2877 hospitality professionals across the globe to gain a better understanding of how hotels manage guest satisfaction and to highlight current trends in the industry, related specifi cally to guest survey management.

The fi ndings of the 2016 Guest Satisfaction Management Barometer have provided some eye-opening insights that could help hotels identify gaps in their current guest feedback management strategy.

Although the majority of hotels are already active in this area, the poll indicates

there is a clear opportunity for hotels to implement the latest technologies and best practices to manage and act on guest intelligence more effectively, to be able to exceed expectations and improve their online reputation.

Key fi ndings of the study include:

• 94 percent of hotels feel that

it is important to be able to integrate guest survey data with online review analytics but only 29 percent of hotels are doing so.

• 67 percent of hotels feel that it is diffi cult to manage feedback across multiple sources.

• 57 percent of hotels set and monitor guest satisfaction KPIs but only 41 percent offer staff incentives/bonuses based on these.

• 77 percent of hotels are planning to invest the same or more in guest survey management in 2016.

• 51 percent of hotels are using electronic guest surveys to gather direct feedback but only 14 percent are using in-stay email surveys, which enable

hotels to carry out valuable service recovery.

• 23 percent of hotels use the Net Promoter Score (a powerful metric to benchmark guest satisfaction) when analysing the results of their surveys.

RJ Friedlander, ReviewPro CEO, commented on the study: "It is clear from the fi ndings that increasing guest satisfaction is vital for hoteliers.

To do this successfully, they must have access to actionable insight to be able to make improvements where is matters most.

This is why we are 100 percent focused on helping hotels boost satisfaction and are continuing to innovate and invest in the area of online reputation management and guest surveys." ■

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events & appointments | People

RAAS gains four new team members

Kirsten Lowis. With over 20 years as a property investor and 11 operating as a franchisee, magazine publisher, retail and real estate agency owner, Kirsten understands the business of business. Renowned as North Queensland's number one business broker, Kirsten sold her agency in April 2015 and now brings extensive knowledge and experience to RAAS as a licensed real estate agent, registered business valuer and licensed business broker. Based in North Queensland, Kirsten manages the extensive region between Cairns, Townsville, Mount Isa, Airlie Beach and Mackay specialising in business, management rights, motel and resort sales.

Wendy Sotera. Naturally energetic and enthusiastic and an experienced management rights owner herself, Wendy is a very passionate advocate for the business opportunities and fantastic lifestyle owning a

management rights business can offer. Needing a new challenge, Wendy recently joined the RAAS Gold Coast sales team. Wendy’s expertise lies in building strong relationships with sellers and buyers, helping sellers prepare their complex for sale, assisting with implementing systems to improve business operations and dealing with body corporates. Her attention to detail, ability to think creatively and strong communication, listening and negotiation skills have helped her to overcome many an obstacle or objection to close a property sale successfully.

Pamela Perry. A Burleigh local, Pamela has had a vibrant career as a professional in qualifications such as management rights, healthcare, social welfare, counselling, business management and education/teaching. With real estate being her passion, Pamela brings to RAAS a desire for helping people reach their potential and also realise their dreams. Pamela is looking forward to gaining relationships in the management rights industry and assisting people to build a comfortable life on the Gold Coast.

Geoff Stewart. He brings over 25 years of selling experience via a diverse range of sales industries within Australia and New Zealand.

Geoff started his real estate career way back in the early 1990s where he learned business broking and had the pleasure of selling many small to large businesses, including cafes, factories, motels and hotel complexes. Geoff resides on the Gold Coast and has been enjoying the coastal lifestyle for many years. Passionate about helping people and both resourceful and dedicated, Geoff has developed an innovative and customer-focused service that is both flexible and adaptable to ensure he can help you get the best results, whether you are selling or buying management rights.

Lions veteran kicks off new career with Gabba precinct listing

Retired Brisbane Lions player Brent Staker has kicked off a new career in management rights sales with Resort Brokers Australia.

Fittingly, his first management rights listing at the new Willow Apartments development is located just metres from The Gabba, his beloved home ground for more than six years.

The versatile key position player called full-time on his long AFL playing career towards the end of last season after 160 games and 13 years on the field.

Brent started with the West Coast Eagles in 2003, booting 84 goals during 110 games, before being drafted to the Brisbane Lions in 2009.

There he played 50 games in six seasons, but was plagued by injury, enduring back-to-back knee reconstructions in 2011 and 2012.

“I counted myself extremely lucky to be drafted by the Lions, where I spent nearly half my football career, and now I’m very excited to have been picked by a winning team in the accommodation property and business sales arena,” Brent said.

“It’s a brilliant opportunity to train with the best in the business.

“In my next career, I’m applying the same kind of determination and tenacity I was known for on the field, and I certainly intend to be kicking plenty of sales goals.”

Brent has hit the ground running with his appointment by developer Urban Living Homes, headed by Caroline Barry and William van der Jagt, to sell the management rights to their new 73-apartment Willow Kangaroo Point project on the corner of Duke and Princess streets.

Designed by Hayes Anderson Lynch Architects, Willow’s modern, light-filled one and two-bedroom apartments rise over eight levels crowned by a rooftop garden and barbecue area.

“Willow stylish new apartments offer great views of the city, surrounding suburbs and of course the Gabba,” he said.

“This is an attractive business-only proposition with a brand new 25-year agreement, and business-only management rights are an increasingly popular option for many buyers, but two-apartments two-bathroom are available should a future manager want to live on-site.”

Brent is the latest in a string of new appointments by Resort Brokers Australia, which has grown significantly in recent years to field a team of more than 30 agents nationwide.

The specialist national tourism and hospitality agency, headquartered in Brisbane, last year celebrated 30 years in the business.

50

Brent Staker


People | events & appointments

“We are active in every state and territory, handling over 200 sales a year, including hotels, management rights, serviced apartments, motels, resorts and caravan parks,” said sales manager Trudy Crooks.

“Brent is just the sort of recruit we look for, ambitious and highly motivated, and also someone who relishes teamwork and collaboration.”

Last year, Resort Brokers Australia achieved the highest price ever brokered for a management rights business in Australia when they sold the Soul Surfers Paradise operation and associated real estate to Mantra for a reported $25 million–plus.

The company has also negotiated major off-the-plan deals including the management rights to The Beach Apartments in Broadbeach, bought by Thailand-based Minor Group, the 180-unit Botanica Residences for Aria Property Group, and the Lumira and Riverstone Apartment developments at Newstead.

AccorHotels announces new general manager AppointmentsAccorHotels has announced the following new appointments in Australia, New Zealand and Fiji:

Paul Archer has been promoted to the position of regional general manager - North Island, New Zealand. Paul has worked with AccorHotels since 1996 and has held roles in NZ, Australia and Fiji. Since 2012, he worked as area general manager, HOST Hotel Portfolio and GM Novotel Auckland Ellerslie/Ibis Auckland Ellerslie. Prior to this, Paul was the general manager delegate of Novotel Hyderabad Convention Centre in India.

Tim Dearsley has been appointed general manager, Novotel Suva Lami Bay. Tim began his career at AccorHotels New Zealand in 2010 as general manager at the All Seasons Hotel Christchurch. Following the devastating earthquake in

2011, this hotel was closed due to significant damage. Tim played a key role in the recovery efforts as the hospitality industry liaison manager with the Canterbury Earthquake Recovery Authority. In 2012, Tim moved to his current role as GM, ibis Christchurch.

Sarah Baddams has been appointed to her first general manager role at Ibis Melbourne Swanston. Sarah joined AccorHotels in July 2008 holding various revenue management roles at Pullman Albert Park and regional office, Victoria. After successfully completing the Strategic Leaders Development Program in 2013, Sarah was appointed to her current role as operations manager at the Novotel Melbourne on Collins Hotel.

Matt Juniper has been appointed general manager, ibis Perth. Matt joined AccorHotels as a casino bar manager in 2004 at the Sofitel Reef Hotel & Casino and while there he was promoted to F&B manager. Matt relocated to New Zealand to work as F&B manager at the Grand Mercure Oakridge & Spa in 2008. From there he moved to Novotel Rotorua Lakeside, and in 2011 he worked as hotel manager at Mercure Picton Marlborough Sounds. He commenced his first GM role at Ibis Styles Verona Mt Isa in 2013 with his most recent role - general manager, Ibis Townsville.

Ashley Turner has been appointed general manager, Qantas Domestic Lounges by AccorHotels from his current role as manager F&B, Qantas Domestic & International Lounges by AccorHotels. Ashley first joined AccorHotels in 1998, holding various roles within front office across Brisbane, Surfers Paradise and Sydney. In 2008, Ashley was appointed executive assistant manager, Novotel Darwin Atrium and soon progressed to the role of hotel manager/caretaker at Grand Mercure Apartments Twin Waters. In 2012, Ashley took on his first GM position at Sea Temple Surfers Paradise. Ashley's new role will be based in Sydney.

Hakin Khan has been appointed general manager, Ibis Styles Karratha. Hakim has an extensive operational background, working within AccorHotels from March 2012 until 2015 in various room division roles. His most recent role was general manager, Tune Hotel Melbourne which has recently joined the AccorHotels network as Ibis Melbourne Swanston.

Metro Hotels appoints new BDM for Queensland & NT

Metro Hotels has appointed Kelly Barnett to the role of business development manager for Queensland and Northern Territory. In this role, Kelly is responsible for maintaining and growing the domestic leisure, corporate and government business for Metro Hospitality Group's properties in Brisbane, Ipswich, Gladstone and Northern Territory. The position reports to Metro Hotels director of sales and marketing, Rachel Pirie, who today welcomed Ms Barnett's appointment. "Kelly brings to this role the sales and marketing experience necessary to recognise and capitalise on potential sales opportunities and build strong business relationships in both domestic and international markets", Ms Pirie said. "Kelly's strong client engagement skills and proven background in maintaining and growing strategic business relationships with domestic wholesalers will be instrumental in helping us grow

our market share in Queensland and Northern Territory," Rachel said. Prior to taking up this position, Kelly worked in sales and marketing for The Pier Hotel. She also worked in a number of hotels and resorts, including Nautilus Resort, Pelican Beach Resort, and Boambee Bay Resort (Coffs Harbour) while studying for a Diploma Tourism Sales & Marketing, Diploma of Events, and Certificate in International Retail Travel Sales.

Michelin chef makes Australian sea change at resort

Even after experiencing the elegant precision, heart-racing stakes and first-class expertise of Michelin Star cooking in the United Kingdom, Karl McPhail believes he is serving better food than ever since moving to Ramada Eco Beach Resort near Broome. Working in the famed kitchens of the Michelin Star-awarded Inverlochy Castle Hotel at Fort William or AA Rosette winner Bodysgallen Hall in North Wales would be the ultimate dream for most chefs, but Karl always wanted more. "We travelled all around Australia and decided West Australia was our favourite part. The Kimberley region's rugged beauty appealed to us the most, so we decided to make the move," he said.

Wyndham welcomes new director of development for the Pacific Rim

Wyndham Vacation Resorts Asia Pacific has welcomed Matt Holmes to the position of director of development, based at Wyndham Corporate Centre on the Gold Coast. Matt will be responsible for growing the company's rapidly expanding portfolio of managed and franchised hotels and resorts across Australia, New Zealand and the South Pacific under key Wyndham Hotel Group brands including Wyndham Hotels and Resorts, Ramada, TRYP by Wyndham, and Days Inn. ■

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Kelly Barnett


events & appointments | Events

Twice the fun for Ladies in Management group

The day of the Ides of March set the scene for a fantastic lunch at Outback Jack's in Mermaid Beach.

The wait staff were super and really looked after us.

We welcomed a few new ladies to the industry for the first time - Sharon and Amanda Chapman of Le Chelsea Apartments and Sue Richardson of Capricornia Beachside Apartments - and we wish them all the best.

Congratulations to the ladies who went home with prizes courtesy of Deborah Tilley of MR Sales, Melissa Taylor of REI Master and Olga Cramp of Emerlite Electrical Services.

It was a glorious April day when 26 ladies met at Domani's restaurant in Main Beach for our monthly lunch get-together. Smiles were radiating and there was lots and lots of laughter. The new ladies were taken aback with the friendliness of everyone.

Our 'pop quiz' about ANZAC was very appropriate and most of

us learned a few things! We had many happy faces when each lady who won a prize talked about themselves for a few minutes to let the group know a little bit more about that person.

Of course, a big thank you goes to the donators of the prizes:

• Melissa Taylor of REI Master

• Deborah Telley of MR Sales

• Olga Cramp of Emerlite Electrical Services

• Marisa Millone of Freedom Internet

• Gaelene Pickering of EBM

• Narelle Filmer of First National Think Management Rights

• Kate Rawnsley of Archers Strata Services

The Ladies in Management lunches have now changed to the third Wednesday of the month and we would love for you to join us. Contact Kathleen at [email protected] for details.

Star Event Centre wins best specialty event venue for second year The event centre at The Star Sydney has won a national accolade at the Meetings & Events Australia (MEA) National Awards for Best Specialty Event Venue, for the second consecutive year.

Greg Hawkins, managing director at the Star Sydney commented on the remarkable achievement: "We are so proud to have achieved this incredible result. Since the Star Event Centre opened in 2013 our team has worked diligently to build and maintain its position as Australia's premier business events venue. We are delighted to now hold the title as Best Specialty Event Venue for the second year.

"The event centre is home to high profile and influential special events including The AACTA Awards, The ARIA Awards, the World Business Forum and charity events for the Starlight Foundation and the Sony Foundation, to mention just a few.

"This award recognises the tireless work of our in-house events team led by Scott Bayne, director of events, in producing unforgettable events that continue to exceed clients' expectations, while also recognising our contribution as an active member of the business events community and propelling Sydney's reputation for hosting exceptional events," said Mr Hawkins.

The state-of-the art event centre, produced over 147 events from July 1, 2014 to September 30, 2015, including 67 banquet dinners, 15 conferences, seven red carpet and/or special events, 12 concerts, 17 cocktail events and more.

Recognising the most prestigious meetings and events accomplishments, the MEA awards honour the achievement of excellence in a range of categories. The event centre won both Best Specialty Venue and Technical and Creative Production - Best In-House AV Services at the NSW

MEA Awards on March 3, 2016 before proceeding to the National MEA Awards.

Olympic gold medalist Kerri Pottharst officially opens Quest St Leonards

Olympic gold medalist Kerri Pottharst joined the federal member for North Sydney, Trent Zimmerman to officially open the newest addition to the Quest Apartment Hotels network, Quest St Leonards at 10 Atchison Street in the lower North Shore suburb.

Quest general manager of brand Tony Gauci and Quest St Leonards franchisees, Brent Howard and Ann Crowhurst joined Ms Pottharst and Trent Zimmerman to celebrate the grand opening with a cocktail party held at the brand new property.

Mr Gauci was delighted to officially open Quest St Leonards, placing emphasis on Quest's confidence in the Sydney market during his address to guests.

"Sydney continues to be the preferred destination for all visitor types – domestic or international, leisure or business. Sydney's occupancy rates are forecast to continue exceeding expectations, usually at around 90 percent, with robust growth in room rate revenue," said Mr Gauci.

"Now is the time for Quest to be solidifying our presence in the NSW capital as demand for Quest's unique, premium quality accommodation continues to surge. It gives me great pleasure to officially open Quest St Leonards tonight and thank Mr Zimmerman and Kerri Pottharst for sharing this momentous occasion with us."

Mr Zimmerman welcomed the opening of the Quest St Leonards, following recent figures showing Australia's tourism industry grew to a record $94.5 billion in 2015, on the back of strong growth in both international and domestic visitor numbers.

"The government is working hard to diversify our economy and strengthen our tourism industry

52


Events | events & appointments

right across Australia."

"Prior to my election to parliament, I worked as the deputy CEO of Australia's peak tourism industry body so I understand the important role that tourism will play in the new economy – its potential as a generator of jobs and growth is considerable.

"Tourism benefits many local businesses and has flow-on effects in local communities and I am particularly pleased to see the Quest St Leonards property open, offering accommodation options for both leisure and business travellers," Mr Zimmerman said.

Quest St Leonards franchisees Brent Howard and Ann Crowhurst were thrilled to officially open the property, honoured to be standing alongside Mr Zimmerman and Ms Pottharst. Mr Howard joined Quest from successfully establishing and operating two Grill'd burger restaurants in Melbourne over eight years. Prior to Grill'd, Brent spent the majority of his career as a procurement manager, working in the transport and logistics, travel, mining and construction sectors.

"It is an exciting time to open an apartment hotel in St Leonards as we see the local area thrive and truly come into its own as a highly sought after business district," said Mr Howard.

New categories announced for the Luxperience AwardsLuxperience has announced that entries are now open for the Luxperience Awards, which recognise industry excellence in the development and promotion of the finest products that the luxury travel industry has to offer.

Luxperience has introduced two new award categories under the Events by Luxperience banner of the industry exhibition: MICE Buyer of the Year and MICE Supplier of the Year. Each award will acknowledge the ability of the meetings specialists to embrace the world of high end and immersive experiences within business events via a specific event or campaign.

Michelle Papas, director of marketing at Luxperience, says: "With the introduction of Events by Luxperience at last year's exhibition, we felt the need to expand and enhance our awards categories in recognition and celebration of the excellence within the meetings and conference industry."

Luxperience is also delighted to introduce another new Award, the Best Suite or Customised Space Award, which recognising the presentation, effectiveness, creativity and engagement of a supplier’s exhibition space during Luxperience 2016. This will be a judge's choice award.

The awards acknowledge excellence in the development and promotion of the finest products that the premium travel industry has to offer and entries will be judged again by an esteemed panel of travel and lifestyle industry experts.

The full list of award categories:

Supplier categories

1. Inspiring Award2. Meaningful Award3. Connections Award

Buyer categories

4. Inspiring Award5. Meaningful Award6. Connections Award

Recognition categories

7. Outstanding Destination Award8. Best Suite or Customised

Space Award – new

Events by Luxperience categories

9. MICE buyer of the year – new10. MICE supplier of the year –

new

Canberra to host international tourism conference in 2016

The ACT will this year play host to the Australian Tourism Export Council's (ATEC) annual industry event, bringing more than 400 export tourism leaders to the nation's capital in November according to a new announcement.

In a joint statement with VisitCanberra, ATEC's managing director, Peter Shelley said the organisation's annual Meeting Place Conference will take place on November 29-30 at QT Canberra, and involve many of Canberra's iconic attractions including Parliament House and the National Museum of Australia.

"Meeting Place is our flagship industry event, bringing together thought leaders, decision makers and business development managers from across the country," Mr Shelley said.

"The event provides an important platform for commercial connections between travel buyers and sellers, high level conferencing as well as peer to peer discussions around issues and opportunities impacting the growth of our tourism export industry.

"For more than 40 years, ATEC has held this event in Sydney, so we are excited to be bringing it to a new destination, and at the same time to be creating an opportunity to profile and grow the number of international visitors to the Canberra region."

The success of the Canberra bid to host Meeting Place in 2016 has been largely due to the support provided by members of the local ACT ATEC Branch who assembled a bid proposal. "VisitCanberra has also been strong supporters of the bid process recognising the opportunity to 'show-off' Canberra and surrounds to 100 international travel buyers who will attend the conference and explore and enjoy many of the experiences that Canberra has to offer international travellers."

VisitCanberra's director, Ian Hill, said Meeting Place would focus industry leaders on the Canberra region and the amazing destination it offers international visitors.

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events & appointments | Events

"With the commencement of Singapore Airlines' direct flights between Canberra, New Zealand and Singapore in mid-September, it is timely that Meeting Place comes to the capital, " Mr Hill said.

"Canberra has just recorded its biggest year to date of international visitors, with 195,118 international visitors for the year ending December 2015. These visitors contributed to $394 million to the ACT's economy."

Mr Hill said Meeting Place also enables delegates to attend pre and post event familiarisations of the Canberra and the region, enabling them to experience first-hand the diverse experiences in such close proximity in both the city and surrounding region. This is a coup for Canberra but also testament to the hard work of the ACT ATEC branch and national office to bring this great event to our region.

MICE planners invited to experience Metro Hotel Mirage NewportConference planners and business event organisers from 10 businesses attended a PCO Famil at Metro Hotel Mirage Newport last weekend to showcase the hotel, its conference facilities and enjoy a small taste of what Pittwater has to offer.

Representatives from McGrath Estate Agents, PIMCO, Price Waterhouse Coopers, Pernod Ricard Australia, Lend Lease Australia, Adobe, BT Financial, COG Technology, Todd Minerals and eHealth NSW government enjoyed an overnight famil at the hotel, organised in conjunction

with leading event management company, Event Advisers. The famil included overnight accommodation, a sunset evening cruise on Pittwater with drinks and canapés followed by a three-course a la carte dinner served in The Mirage Restaurant, and a tour of the hotel to view its conference and event facilities.

Tracey Scott, business development manager at Metro Mirage Hotel Newport said the hotel's idyllic location on Sydney's Northern Beaches makes it the ideal MICE destination. "The range of activities available on the Northern Beaches, together with the hotel's purpose built conference centre and proximity to Sydney, make this property an ideal and popular choice for MICE planners," Tracey said. The boutique four-star waterfront hotel has a custom-built conference centre ideal for a wide range of corporate events from small business meetings to large overnight conferences for up to 100 attendees. There are four conference rooms and multiple function spaces, including several break-out meeting rooms that can be configured depending on your requirements.

Hotel to rock Brisbane with city’s first music writing festival

TRYP hotel partnered with Brisbane's first music-focused writers' festival April 2 and 3 at The Brightside in Fortitude Valley to rock the world of music fans and aspiring writers. The Rock & Roll Writers Festival will celebrate the creativity linking writing and music by inviting more than 40

of Australia's leading authors, musicians and commentators to share their stories, methods and other madness. Fans are sure to be entertained and challenged as they get up close and question these cultural experts. The event will invite debate about whether vices like alcohol help or hinder creativity, discuss how to weave Aussie slang into songs, explore how writers tap into their emotions, decide the stories that should make a memoir and much more.

Speakers include the legendary Deborah Conway, who has been singing and songwriting since the 80s, 17-time author Chris Salewicz, award-winning Australian poet Sam Wagan Watson and renowned music and arts critic Kate Hennessy.

TRYP Fortitude Valley features striking street art and murals by acclaimed artists and is known for supporting innovative creative events, such as the recent Brisbane Street Art Festival and now Rock & Roll Writers Festival.

"TRYP's tag line is 'Own the City' so plugging into city events and helping guests feel a part of all Brisbane's most exciting offerings is a big part of how we operate," said Kim Moon, TRYP Fortitude Valley's executive assistant manager.

"Some of the participants might pick up that little piece of knowledge or a technique they need to turn themselves into a well-known songwriter or performer – the type that can make Brisbane an

important dot on the music map,” Ms Moon said.

"Events like this also boost the city's cultural stocks, because they show how seriously Brisbane takes

its music and writing." ■

HotelsWorld 2016 preparing for record numbers

It's another record year for the world of hotels in Australia and New Zealand, with unprecedented levels of transactions and construction funded by mountains of capital looking for prime investment opportunities.

And with record numbers of sponsors, speakers and topics, 2016 is also looming as a record year for HotelsWorld, the main suite of events on the industry calendar for CEOs and other senior industry executives. HotelsWorld 2016 will comprise five consecutive, all industry events held in Sydney over three days from July 26 to 28 embracing almost every major facet of industry activity and involving almost every major industry participant as sponsors, exhibitors, supporters, or delegates. Our sponsors are shown above.

Topics at HotelsWorld 2016 will range from investment, development and finance, through to management and operational areas, with a focus on new initiatives, trends and ideas. Special attention areas will include branding, franchising, distribution, legal issues and future leaders.

More than 500 CEOs and other key decision-makers are expected to attend HotelsWorld 2016 and will be addressed by over 125 speakers, comprising global, regional and local leaders and industry experts, all sharing three days of insight, ideas and networking.

For further information and to register for the events at the early bird rate, visit www.hotelsworld.com.au.

54


News | developments

NO GUARANTEE OF FNQ CASINO LICENCEThe Palaszczuk government has decided that if Aquis withdraws from the integrated resort development process, as has been indicated, then regional casino licences will be available for other projects in the state, according to attorney-general Yvette D’Ath.

Aquis has decided to “suspend” the IRD process, which includes assessment of the gaming licence and probity, so it can get the necessary approvals to develop the multi-billion-dollar proposal for Yorkeys Knob initially without a casino.

Calls for the licence to remain solely for the Far North have been rejected by Ms D’Ath. “The Palaszczuk government has not quarantined a casino licence in Far North Queensland,” she said. “As [state development minister] Anthony Lynham told parliament last month, if one or both of the current regional IRD proposals do not go ahead, the government may go back to the market to seek expressions of interest for the available regional licences.”

JEWEL BUILDER NAMED, PACKER WANTS CASINOASF Consortium, through the company Gold Coast Development (No. 8), has submitted a development application to the Gold Coast City Council for The Au, a two-tower development featured a 15-storey mid-rise and a 66-story super tower in the heart of Southport.

The larger tower would be “enveloped in gold glazing to differentiate it in the context of other existing proposed towers in the vicinity”.

And, in a new twist, James Packer’s Crown Resorts is in consultation with ASF to operate a $2 billion waterfront casino as part of the development.

ASF director David Fang, Gold Coast Development’s sole director, said the development would feature 694 apartments including 1087 bedrooms through a mixture of studio, one, two, three and four-bedroom apartments in a mixture of permanent residential and serviced apartments. The Au will provide feature retail and dining spaces at ground level and provide a public plaza and open space.

ABACUS SELLS CAIRNS PROPERTY, UPGRADE TO COMEThe Rydges Tradewinds Cairns hotel has been sold to European-funded company GA Group Australia for $34 million with the new owner planning a multimillion-dollar high-end upgrade.

GA Group spokesman Mark Davie said it was considering “a substantial refurbishment” of the hotel to create a five-star accommodation model for the Cairns market. The multi-million-dollar upgrade will start next year and is looking to rebrand as Rydges’ QT or other five-star operator.

The off-market sale of the 246-room hotel on 8138m2 was negotiated by CBRE Hotels national director Wayne Bunz and CBRE Cairns managing director Danny Betros.

The hotel was sold by Abacus Funds Management as part of an ongoing asset sell-down, with the net proceeds to reduce debt. AFM also has its Novotel Twin Waters on the Sunshine Coast on the market.

BOUTIQUE ECO-RESORT UP FOR SALEIan and Bonnie McLennan have put their family-run eco lodge set among the hills of Paluma near Townsville on the market.

For the first time since its opening in 1986, the 3ha Hidden Valley Resort has been put up for sale by the owners for $1.6 million.

The exclusive resort, located 90 minutes north of Townsville, is a multi-award-winning and eco-friendly retreat that, in 2010, was voted best Hosted Accommodation in Australia at the Qantas Australia Tourism Awards. The resort has its own 11.7kw solar power system which runs the entire facility and is very economical.

Key features include three new deluxe cabins, six standard en suite cabins and four rooms with shared bathroom facilities. There is also a fully licensed restaurant that seats 30 inside and 20 on the al fresco verandah; commercial kitchen appliances; a large covered entertainment area with seating for 60 with large screen TV and fireplace; in-ground swimming pool; large barbecue area and a 14-seater bus.

Turnover for 2014/15 was $336,000 and already forward group bookings for 2016 total $328,000, which excludes general bookings. The sale is being managed by Crisp Real Estate Stanthorpe.

55

Au Tower

Rydges Tradewinds Cairns

Hidden Valley Resort


developments | News

UNI ACCOMMODATION OPENS AT LASTBrisbane CBD’s latest purpose-built student accommodation, Iglu Brisbane City, has opened its doors with more than 250 students from more than 20 countries already moving in.

It follows confirmation from the Queensland government that the building at 65 Mary St meets all occupancy approval requirements.

Iglu Brisbane City’s opening was delayed more than 12 weeks after the Queensland government initially denied occupancy approval while it investigated the building’s external aluminium panels.

This was despite multiple independent safety experts

giving the building the green-light. During this time, Iglu paid for alternative accommodation for the students.

“We have always known that our building complied with National Construction Code and are absolutely confident in the quality and safety standard of the building materials used. This is a wonderful building in terms of quality, safety, design and facilities,” Iglu director Jonathan Gliksten said.

Mr Gliksten said, “Iglu Brisbane City boosts Brisbane’s appeal as an ideal student living destination for local, regional and international students, offering innovative accommodation, facilities and concierge services designed specifically for students,” he said.

The project is the fourth student accommodation facility under the Iglu brand with another in Kelvin Grove, and two in Sydney. Two additional properties are currently under development in Redfern (Sydney) and Melbourne CBD.

Iglu Brisbane City at 65 Mary St is purpose-built student accommodation. It includes 414 beds in air-conditioned studio and multi-share configurations.

AUSTRALIA’S FIRST HOLIDAY INN OPENS InterContinental Hotels Group in partnership with investment group, Pro-invest has celebrated the opening of Australia’s first Holiday Inn Express hotel, Holiday Inn Express Sydney Macquarie Park.

A ribbon-cutting ceremony marked the occasion, attended by IHG CEO Richard Solomons, Pro-invest CEO Ronald Barrott, and New South Wales minister for trade, tourism and major

events Stuart Ayres. The complex is the first of 15 Holiday Inn Express hotels to be developed in partnership with international investment

group, Pro-invest under a multiple franchise agreement. In addition to the opening of the 192-room hotel in Macquarie Park, a 226-room Holiday Inn Express will open in Spring Hill Brisbane later this year, followed by Adelaide with a further 245-room Holiday Inn Express in the centre of the city opening 2017 and 345 rooms in Southbank, central Melbourne opening in 2018, totaling 1,008 rooms in all.

JEWEL CONSTRUCTION READY TO GO

The billion-dollar three-tower Jewel development has taken another significant step with the official union of world’s largest developer, China’s Wanda Ridong Group, and Australian’s biggest builder Brookfield Multiplex.

The agreement paves the way for construction of the beachfront development, which is estimated to provide 2700 jobs while it is built.Weimin Xu, the MD of Wanda Ridong Gold Coast, said Jewel will be the biggest, shiniest building the Gold Coast has ever seen. The combined 169-room five-star hotel and apartment tower development comprising more than 500, one, two and three-bedroom suites is scheduled to be completed by 2019. Wanda Commercial Properties vice president Chen Guocai said Jewel would be a piece of “Australian architectural history”. “It will be one of the world’s most instantly recognisable buildings in one of the world’s most spectacular locations.”

NEW HOTELS AT JUPITERS AND THE STARFar East Consortium International has announced it has entered into two memoranda of understanding with its partners on two major local developments.

Far East has signed MoUs with Queen’s Wharf Brisbane partners, Hong Kong-based Chow Tai Fook Enterprises and The Star Entertainment Group for the development of

a 200m tower located on the ocean side of The Star’s existing Jupiters Integrated Resort that would provide around 700 hotel rooms and apartments.

Also another 200m hotel and apartment tower is to be built at The Star in Sydney featuring a Ritz Carlton hotel and an extension with connectivity to the existing property that would include further food and beverage outlets.

56

Iglu Brisbane City

Holiday Inn Express Sydney Macquarie Park

Jewel’s three towers

Jupiters Integrated Resort


News | developments

“We have been operating in Australia for more than 20 years and we are excited to be involved with these projects,” said Far East Consortium managing director, Chris Hoong.

CRUISE SHIP TERMINAL GETS APPROVAL The Queensland government has approved stage one of the $100 million cruise ship terminal at the mouth of the Brisbane River. The Port of Brisbane has the full support of Carnival Australia and Royal Caribbean International for the development.

The proposed new cruise facility will potentially triple the size of Brisbane’s cruise industry over the next 20 years, growing to support 3750 jobs, bringing 766,260 international and domestic cruise visitors annually to the City and State, and contributing approximately $1 billion in gross output annually to Queensland’s economy by 2036.

6 NEW HOTELS BY TFE IN AUSTRALIAAmong 10 new hotels Toga Far East Hotels plans to open in the next two years includes four new hotels in Germany under its Adina brand in Frankfurt, Nuremburg and Hamburg.

It will also expand the Adina brand in Australia, with new apartment hotels in George Street, Brisbane and George Street, Sydney as well as Sydney’s Royal Randwick Racecourse. Vibe Hotels will also have two new additions, at North Sydney and in Hobart, and Travelodge will open a new hotel at Sydney Airport in 2017.

CHINESE BACKING FOR GROCON SYDNEY HOTELLeading private Melbourne-based developer Grocon has won the backing of Chinese investor Zhengtang for a $700 million Ribbon hotel complex on the IMAX cinema waterfront site at Sydney's Darling Harbour.

The developer, led by Daniel Grollo, now owns the site outright, after exercising an option to buy it last year for $70 million. Grocon is to build the six-star W Hotel operated by Starwood. With Zhengtang behind it and an operator identified, Grocon now needs fresh planning approvals to modify its original development into a slightly slimmer although similarly shaped, hotel project.

The Melbourne-based developer, which is also pursing a development tender at Barangaroo, is no stranger to hotel development. Through its long history under the Grollo family, it has worked on the development and construction of major destinations including Westin hotels in Sydney and Melbourne, the Grand Hyatt in Melbourne and the Crown Casino. ■

57

Adina Royal Randwick Racecourse

The April launch by Kinnon & Co follows the successful introduction, last year, of the award-winning and very popular Pioneer Slab Huts.

Inspired by the basic stable-boys’ quarters on a traditional outback station, the Homestead Stables also incorporates the contemporary comfort and self-catering facilities expected for a luxury stay. This property “gives visitors to outback Queensland somewhere unique to stay” and is situated within a few minutes’ walk of the iconic Australian Stockman’s Hall of Fame and Qantas Founders Museum in Longreach.

Able to immerse themselves in local history, visitors can also be entertained by Kinnon & Co’s “memorable range of experiences including the award-winning Cobb & Co Stagecoach Experience, Starlight’s Cruise Experience, Nogo Station Experience and Winton Discovery Experience”. Self-proclaimed “present-day outback pioneer” Richard Kinnon is the founder of Kinnon & Co. He said: “People love that they can stay somewhere different with a real outback atmosphere. We’re already almost fully booked in the Pioneer Slab Huts and Homestead Stables for the 2016 season, and that’s great news for local tourism as the drought continues to bite out here.”

Here, the Kinnon family are sharing their passion of the outback and guests can discover “many carefully-curated touches that celebrate outback and pioneer heritage. From the cobbled walkway and two-part stable doors to the

‘old gate’ bedhead and hurricane lamps, every unique element tells a story of pioneer station life”. With ensuite bathrooms, air-conditioning and TV/DVD their guests are ensured an easier life than the outback stable boys. The quirky bath terrace and outdoor bathtub is there to lure guests outside. After all, relaxing under the stars is a major part of the outback experience!

The Homestead Stables sleep three people, in a queen and single bed and an additional person is possible thanks to the traditional ‘pulley bed’, which a stable boy would have slept on and then raised out of the way during the day.

“For the introductory year, the Homestead Stables are available at the special rate of $180 per night and they also feature in some of Kinnon & Co’s inclusive outback holidays,” revealed Mr Kinnon. The property has also just been named as the number one accommodation provider in outback Queensland for Overall Guest Experience from the Star Ratings Australia Gold List. ■

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• Unique management rights business for sale• 30 year agreements with 28 years remaining• All 24 units in the holiday letting pool• No owners living onsite• Minimal Body Corporate workload• Huge managers residence with private yard – pet and child friendly• Only one block to the beach• Huge upside for marketing savvy person

• First time to the market in many years• A great opportunity to secure a business with huge up-side• Opportunity to place units into holiday letting pool• Close to the beach, shops and array of restaurants in Burleigh Heads• Vendors do not conduct any repairs or maintenance• Tropical gardens which are largely maintained and paid for by the

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• Large executive style managers residence consisting of 3 large bedrooms, 3 bathrooms, double lock up garage, patios, small rear garden and pool

• Very large of� ce with modern and up to date equipment, REI Master software, no set of� ce hours

• Great Body Corporate salary of $225,000 + GST• 20+ years left on agreements• Potential to increase letting pool and maintenance income• Pet permitted with Body Corporate approval

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BRISBANE OFF THE PLAN PERMANENT MR

Real Estate: $570,000 (valuation in place)


Nett Profi t: $78,000Asking Price: $572,000

Nett Profi t: $358,452*

Asking Price: $1,220,000


Jake Clarke 0418 663 661

[email protected]


Ian Forbes 0432 988 625

[email protected]

MID NORTH COAST NSW HOLIDAY RESORT


Jake Clarke 0418 663 661

[email protected]

• Situated in the heart of Beenleigh a short stroll from train station, schools and shops & restaurants

• Positioned to take advantage of high demand for rental accommodation• Brand new, spacious two bedroom, two bathroom managers residence

with attached of� ce on title• An opportunity exists for the discerning buyer to secure this ‘off the plan’

management rights business at the right price• All units in the letting pool, security of income can be assured• Great business opportunity with lifestyle

Great opportunity with excellent rewards

• 54 rental apartments; 48 holiday, 6 permanent

• Partly furnished 2 bedroom, 1 bathroom manager’s apartment

• Of� ce and reception on title

• Full resort facilities

• Pooled income on a fair manager equity split

• Apartment & Of� ce: $420,000

• Nett pro� t* $358,452 after applicable reception and cleaning wages and Owners Corporation cleaner/yardman

• Caretaking and Letting Agreements with a remuneration of $129,000 + GST

• A massive return of 29% to the commercially sensitive buyer

MR Sales have an extensive range of listings in all areas of Queensland. Visit www.mrsales.com.au/properties/ to view them now or

Phone: 07 5555 8200 | Email: [email protected]

EXCLUSIVE!

EXCLUSIVE!

EXCLUSIVE!

Management Rights For Sale A selection of our exclusive listings

ID 8653

ID 8652

ID 7906


motel market

Property Guide management rights • hotels • motels • resorts • holiday parks • time share • hosted

New Manager Profiles

Property Guide management rights • hotels • motels • resorts • holiday parks • time share • hosted

Address: 13 Heussler Terrace Milton 4064, PO BOX 106 Paddington QLD 4064

Email: [email protected], Ph: (07) 3369 7200www.rnrstrata.com.au

LOOKING FOR EXCEPTIONAL SERVICE WITH EXCEPTIONAL RESULTS?LOOK NO FURTHER THAN RNR STRATA FNQ.

RECORD MANAGEMENT RIGHTS SALE IN PORT DOUGLASRecently sold and settled, Robert Willemse has achieved a record sale off market for the vendors of Shantara Resort & Spa, Port Douglas.

RnR Strata FNQ offers a personal & professional local service, together with the state-wide expertise of the RnR brand.

Robert’s contract negotiation skills ensure every effort is employed to limit the falling over of contracts. He provides the following services, which are key to securing a successful sale for all parties involved:

• Realistic appraisals for vendors.

• Matching the personal & � nancial needs, and level of expertise of the purchaser to the most suitable property.

• Ongoing and regular support/information sharing throughout each stage of the process for both vendor & purchaser.

• Assistance through to settlement and changeover procedures.

• Follow up support if required after completion.

Robert limits his number of listings in order to provide the best possible service to all his clients. If you would like to bene� t from this personalized service, don’t delay. He can help vendors achieve the best multiplier for their property, avoid the frustration and unnecessary costs involved in entering unrealistic contracts, and provide all the necessary support required for both parties to secure a satisfactory sale.

If you are considering listing your property or seeking to purchase a business that is the right fi t for you, contact Robert today on 0468534418.

RnR Strata FNQ, [email protected], www.rnrstratafnq.com.au

Note: Agent/Broker involved in the sale is listed last.Agent - KEY: ARMS - Australian Resort Management Sales; CBRE - CB Richard Ellis; CPDR - Cairns & Port Douglas Resort Sales; LIZ - Liz Lavender Management Rights; MRS - MR Sales; PPRE - Property Pacific Real Estate; PRB - Platinum Resort Brokerage; QTH - Queensland Tourism & Hospitality Brokers; RAAS - RAAS Rights; RBA - Resort Brokers Australia; TB - Tourism Brokers; TMR - Think Management Rights; VENZ - Venz Management Rights Specialists; WCH - Ward Commercial Hotels * In conjunction

RESORT NEWS SALES REPORT

MANAGEMENT RIGHTS

Gold Coast

Panorama Palms Frank Bessone or Nominee Highland Park RBA

The Grove TrevBarn P/L Broadbeach RBA

Mango Cove Resort John & Erana Streeton Labrador MRS

Surfers Beach Holiday Apts Jacnne Management P/L Surfers Paradise VENZ

The Lakes Gosling & Breakwave P/L Robina VENZ

Brisbane

Quest Spring Hill QA Spring Hill P/L Spring Hill RBA

Colton Park & Parkview John & Yvonne Cronin Lutwyche MRS

Sunshine Coast

Marcoola Shores Beach Houses Paul & Jennifer Marcoola TB

Space Holiday Apartments Greg & Denise Nichols Cotton Tree TMR

Catalina Resort Nikki Grif� th Cotton Tree TMR

Fairways Golf & Beach Retreat Mike Thomson & Teresa Hudson Bribie Island MRS

New South Wales

Lennox Holiday Apartments Steven Plummer Lennox Head RBA

Breezes at Pottsville Neville & Kerry Pottsville TB

Other

The Devlin Apartments John Kenworthy and/or Nominee Geelong RBA

Freyycinet Rentals Mr Phillip Parker and/or Nominee Coles Bay RBA

MOTELS & OTHER

Queensland

Delta Backpackers Craig Pison Ayr RBA

New South Wales

Narellan Motor Inn James Gruber & Kim Nguyen Narellan RBA

Byer Fountain Motor Inn Brenda & Alan Holbrook TB

Victoria

Tower Motel Marysville Michael & Jane Chen Marysville RBA

PROUDLY BOUGHT TO YOU BY HIRUM SOFTWARE SOLUTIONS

Catalina Resort - Cotton Tree

Nikki Griffith is ecstatic with the purchase of the management rights of Catalina Resort in Cotton Tree on the Sunshine Coast. Nikki is a qualified accountant and has a wealth of business experience and knowledge and is no stranger in developing and growing a business, previously being the chief operating officer of her own electrical contracting company. Selling agents Wayne and Linda Stoll with Narelle Filmer from the Think Management Rights team was instrumental in identifying Nikki’s requirements and assisting with a seamless process through to settlement. The TMR team wish Nikki and her team every success for the future. ■

L-R Wayne Stoll, Nikki Griffith & Linda Stoll

Space Holiday Apartments – Cotton Tree

Greg and Denise Nichols are excited to have purchased the management rights to Space Holiday Apartments in Cotton Tree. They both come from a sales and management backgrounds working for multinationals and smaller private companies. The experience gained prompted them to think about management rights a few years ago and after some time in the mines they revisited the idea and selected Space Holiday Apartments to change their careers. Barry and Sharyn Alleway, from Think Management Rights, worked with them through the purchase process. From their own experience in management rights Barry and Sharyn reckon that they are perfectly suited to this exciting industry and wish them well. ■

L-R Barry Alleway, Greg, Denise Nichols and Sharyn Alleway

Address: 13 Heussler Terrace Milton 4064, PO BOX 106 Paddington QLD 4064

Email: [email protected], Ph: (07) 3369 7200www.rnrstrata.com.au

LOOKING FOR EXCEPTIONAL SERVICE WITH EXCEPTIONAL RESULTS?LOOK NO FURTHER THAN RNR STRATA FNQ.

RECORD MANAGEMENT RIGHTS SALE IN PORT DOUGLASRecently sold and settled, Robert Willemse has achieved a record sale off market for the vendors of Shantara Resort & Spa, Port Douglas.

RnR Strata FNQ offers a personal & professional local service, together with the state-wide expertise of the RnR brand.

Robert’s contract negotiation skills ensure every effort is employed to limit the falling over of contracts. He provides the following services, which are key to securing a successful sale for all parties involved:

• Realistic appraisals for vendors.

• Matching the personal & � nancial needs, and level of expertise of the purchaser to the most suitable property.

• Ongoing and regular support/information sharing throughout each stage of the process for both vendor & purchaser.

• Assistance through to settlement and changeover procedures.

• Follow up support if required after completion.

Robert limits his number of listings in order to provide the best possible service to all his clients. If you would like to bene� t from this personalized service, don’t delay. He can help vendors achieve the best multiplier for their property, avoid the frustration and unnecessary costs involved in entering unrealistic contracts, and provide all the necessary support required for both parties to secure a satisfactory sale.

If you are considering listing your property or seeking to purchase a business that is the right fi t for you, contact Robert today on 0468534418.

RnR Strata FNQ, [email protected], www.rnrstratafnq.com.au

HOWZAT!$1M+ VERIFIED NET

PRIME GABBA LOCATIONA RARE AND OUTSTANDING OPPORTUNITY TO SECURE A HIGH PERFORMANCE CORPORATE, LEISURE & PERMANENT MANAGEMENT RIGHTS PERFECTLY SITUATED IN ONE OF BRISBANE’S PREMIER SPORTING, BUSINESS AND LIFESTYLE PRECINCTS.

TIM CROOKSSenior Broker

M: 0422 208 450E: [email protected]

TRUDY CROOKSSenior Broker


EXPRESSIONS OF INTEREST

Proudly offered exclusively by Resort Brokers Australia, Gabba Central Apartments boasts a premium choice of serviced apartment accommodation for overnight or longer stay, plus modern, spacious permanent residential apartments.

Situated directly opposite Brisbane’s iconic Gabba Cricket Ground (home to AFL Brisbane Lions and Queensland Bulls cricket team), this impressive complex of four mid-rise towers comprises 276 one, two and three bedroom apartments (307 keys) with 147 units in the letting pool.

Integrated with a thriving convenience retail and dining precinct, Gabba Central boasts quality resort-style facilities including a rooftop outdoor swimming pool, indoor pool, gym, sauna, cinema room and BBQ area.

Surrounded by vibrant cafés, restaurants and eclectic shopping, in the midst of an energetic urban renewal hub, it sits at the heart of Brisbane’s major hospital precinct, minutes from the cultural and entertainment delights of South Bank and only 2kms from the CBD.

This established, top-performing corporate, leisure and permanent complex delivers a net profit in excess of $1 million p.a., currently being verified by industry specialist accountants, Holmans.

THE OFFERING The caretaking, letting rights and associated residential unit of Gabba Central Apartments THE LOCATION 803 Stanley Street, Woolloongabba, Queensland Australia

APARTMENTS 276 lots or 307 keys (dual keys)

MANAGER’S OFFICE> Reception and back of house office on exclusive use> Freestanding additional office on title comprising 11m2

(Lot 300)

MANAGER’S RESIDENCE2 bedroom, 2 bathroom + MPR (or 3 bedroom) 129m2 internal + 20m2 external = 149m2

GUEST FACILITIES > Rooftop outdoor and indoor swimming pools> Fitness room, cinema room, sauna, BBQ area> Free underground parking> High speed broadband, cable TV

NET PROFIT$1m+ currently being verified by specialist industry accountants Holmans

EXPRESSIONS OF INTERESTRegister your interest now

1300 665 966 | resortbrokers.com.au

COMING

TO MARKET

MANAGEMENT RIGHTS MOTELS REAL ESTATE SPECIAL PROJECTS PROJECT MARKETING

GROW YOUR BUSINESS INCREASE YOUR INCOME PROTECT YOUR INVESTMENT

Phone 07 5593 0007 www.raasrights.com.au

GOLD COAST

A MUST SEE GEM IN BURLEIGH • Motivated Vendors• Booming Location• No set offi ce hours on agreement• Owners apartment very large, could be

upgraded to 3 bedroom

Geoff Stewart – 0421 214 090 [email protected]

Total Price $910,000Nett: $121,604

NORTH QUEENSLAND

CENTRAL CAIRNS CBDWith a combination of holiday letting and good corporate occupancy, this is a sound investment offering a consistent and attractive Body Corporate Salary of $35k+, with a moderate to low workload. The complex is performing well with a single operator and casual cleaning. The owner is now ready to venture into new opportunities after 9 years being at the helm.

Kirsten Lowis – 0488 900 619 [email protected]

Total Price: $1,075,000Nett: $191,000+

BRISBANE

KANGAROO POINTNo requirement to live on-site. Great add on business in a fantastic spot. A well-positioned nine story high rise located only minutes away from down town Brisbane! This is a beautiful complex easily run by one person, minimal grounds to maintain and with no set offi ce hours.

Dean Martell – 0459 731 313 [email protected]

Total Price $948,800Nett: $100,417

BRISBANE

SIMPLY EXCELLENTExcellent, well established and managed permanent complex in Brisbane’s beautiful Bayside. Excellent manager’s unit with open plan living in a ultra modern environment, AND Excellent Caretaking & Letting Agreements in place.

Peter Sagner – 0401 814 404 [email protected]

Total Price $1,535,000Nett: $200,841

MANAGEMENT RIGHTS

UNDER CONTRACT

LINK SUNSHINE COAST MANAGEMENT RIGHTS

Nett: $264,000 Price: $1,880,000


Chris Reid0419 378777

[email protected](07) 5479 6155 | www.linkbusiness.com.au

24 units in letting pool plus 3 adjacent

Long agreements in place

Direct beach access

Smart Manager’s unit with large balcony space

Well placed to beach and attractions

THE SPIT MOOLOOLABA

Nett: $260,000 Price: $1,875,000

22 units in letting pool


Good Body Corporate Salary

Large Manager’s unit with large balcony space

Well placed to beach and restaurants

MANAGEMENT RIGHTS MOOLOOLABA

Price: $950,000

7 rooms

Huge area to expand

Café and dining area

Includes Approx. 3.5 acres

Easy to manage

MOTEL AND ACREAGE NEAR AUSTRALIA ZOO

Nett: $264,000 Price: $1,880,000


Chris Reid0419 378777

[email protected](07) 5479 6155 | www.linkbusiness.com.au

24 units in letting pool plus 3 adjacent


Direct beach access

Smart Manager’s unit with large balcony space

Well placed to beach and attractions

THE SPIT MOOLOOLABA

Nett: $260,000 Price: $1,875,000

22 units in letting pool


Good Body Corporate Salary

Large Manager’s unit with large balcony space

Well placed to beach and restaurants

MANAGEMENT RIGHTS MOOLOOLABA

Price: $950,000

7 rooms

Huge area to expand

Café and dining area

Includes Approx. 3.5 acres

Easy to manage

MOTEL AND ACREAGE NEAR AUSTRALIA ZOO

Contact: Robert Lin (Principal, MREIQ) Mobile: 0433 000 888 Offi ce: (07) 3344 5858 Email: [email protected]

www.joyrealty.com.au

Why Choose Joy Management Rights Specialist?1. 15 years of experience in onsite management and MR Brokerage.2. Low commission - we charge a fl at rate of 2.0% for both Unit & Business sale.3. No charges for advertising fees - we cover all marketing expenses for you.4. Free for-rent & for-sale advertising on over 20+ websites for on-site managers. *Conditions Apply

Area Suburb Nettt Income

Business Price Manager Unit Total Price Status Area Suburb Nettt

Income Business

Price Manager

Unit Total Price Status

Inner City Kelvin Grove $145,003 $780,000 N/A $780,000 Gold Coast Arundel $94,506 $458,400 $495,000 $953,350 NEWInner City Newstead $375,000 $2,100,000 $880,000 $2,980,000 Gold Coast Broadbeach $173,000 $730,000 $230,000 $960,000 SOLDInner City CBD $212,756 $1,100,000 $1,100,000 $2,200,000 Gold Coast Broadbeach $125,000 $540,000 $350,000 $890,000Inner City Fortitude Valley $193,212 $967,000 $300,000 $1,270,000 NEW Gold Coast Biggera Water $77,261 $346,500 $467,000 $813,500Inner City CBD $253,600 $1,420,100 $750,000 $2,170,100 Gold Coast Burleigh Head $337,785 $11,880,700 $550,000 $2,430,700 SOLDInner City South Brisbane $181,240 $970,000 N/A $970,000 NEW Gold Coast Carrara $174,000 $1,000,000 $630,000 $1,630,000 SOLDInner City Kangaroo Point $512,546 $2,819,003 $950,000 $3,769,003 NEW Gold Coast Currumbin $160,000 $800,000 $500,000 $1,300,000Eastside Capalaba $174,000 $609,500 $449,900 $1,059,400 NEW Gold Coast Labrador $316,222 $1,707,600 $1,120,000 $2,827,600Eastside East Brisbane $125,000 $625,000 $618,000 $1,243,000 U/C Gold Coast Labrador $91,000 $395,000 $360,000 $725,000 U/CWestside Kenmore $40,000+ $170,000+ $560,000+ $798,000 Gold Coast Labrador $265,000 $1,218,000 $573,900 $1,791,900 NEWWestside Westlake $66,000 $180,000 $420,000 $600,000 U/C Gold Coast Main Beach $82,000 $400,000 $420,000 $820,000Southside Annerly $65,000 $251,000 $499,000 $750,000 Gold Coast Mermaid Beach $230,000 $1,050,000 $450,000 $1,500,000 U/CSouthside Clay� eld $42,000 $190,000 N/A $199,000 SOLD Gold Coast Mermaid Water $49,000 $220,000 $360,000 $580,000Southside Mt Gravatt East $51,000 $210,000 $430,000 $640,000 Gold Coast Merrimac $277,540 $1,518,400 $470,000 $1,990,000Southside Mt Gravatt East $115,000 $535,000 N/A $535,000 U/C Gold Coast Miami $68,400 $144,000 $295,000 $439,000Southside Mt Gravatt $170,011 $930,000 $550,000 $1,480,000 U/C Gold Coast Nerang $267,895 $1,470,000 $350,000 $1,810,000 NEWSouthside Kuraby $40,000 $140,000 $350,000 $490,000 Gold Coast Robina $118,000 $635,000 $365,000 $1,000,000 NEWSouthside Eagleby $340,270 $1,905,512 $450,000 $2,355,512 NEW Gold Coast Runaway Bay $225,000 $1,200,000 $480,000 $1,680,000Southside Eagleby $285,052 $1,674,000 $560,000 $2,234,000 NEW Gold Coast Runaway Bay $214,888 $990,000 $390,000 $1,380,000 NEWSouthside Woodridge $255,480 $1,145,000 $225,000 $1,420,000 U/C Gold Coast Surfers Paradise $311,378 $1,580,000 $300,000 $1,880,000 NEWSouthside Woodridge $207,274 $1,036,371 $365,000 $1,401,371 Gold Coast Surfers Paradise $550,000+ $3,330,000 $870,000 $3,900,000 NEWSouthside Eagleby $533,900 $2,850,000 $380,000 $1,128,800 SOLD Gold Coast Surfers Paradise $292,663 $1,430,000 $400,000 $1,830,000Northside Nundah $173,756 $870,000 $810,000 $1,680,000 Gold Coast Alexandre Headland $56,129 $210,000 $370,000 $580,000Northside Redcliffe $116,798 $460,000 $390,000 $850,000 NEW Sunshine Coast Noosaville $170,936 $714,000 $350,000 $1,064,000Northside Redcliffe $50,000 $250,000 N/A $250,000 Sunshine Coast Noosa heads $176,000 $1,000,000 $395,000 $1,395,000Northside Redcliffe $66,798 $300,000 $390,000 $690,000 Sunshine Coast Mooloolaba $272,000 $1,350,000 $700,000 $2,050,000Northside Deception Bay $220,000 $1,086,000 $360,000 $1,436,000 NEW Sunshine Coast Maroochydore $28,319 $125,000 N/A $125,000 NEWNorthside Redcliffe $72,000 $320,000 $245,000 $565,000 Sunshine Coast Marcoola $129,374 $555,000 $495,000 $1,050,000 NEWNorthside Redcliffe $106,000 $526,000 N/A $520,000 Sunshine Coast Parrearra $117,000 $540,000 $495,000 $1,035,000 NEWNorthside Redcliffe $106,000 $383,000 $529,000 $912,000 Mackay City $360,000 $990,000 Motel $990,000Northside Bellara $151,064 $740,000 $550,000 $1,290,000 NEW Mackay City $275,000 $1,305,000 $495,000 $1,800,000Northside Strathpine $179,877 $643,500 $383,000 $1,026,500 SOLD Northside Mango Hill $140,000 $500,000 $375,000 $875,000 SOLD

Your Joy in Real EstateManagement Rights Specialists

Joy Realty

Nett Income: $375,000Salary: $175,500 +GST (subject to CPI)

Letting Pool: 66

This fabulous apartment located at a high tenant catchment area. Close to public transport, schools and other amenities. Large letting fees and income are from supervision of maintenance. Besides the GREAT INCOME

offered, Manager’s unit is de� nitely a plus for the buyer. 3 Good sized Double Bedroom Floors are all tiled, main bedroom with Air-conditioner with of� ce and a storage shed is also available. The best thing about this complex is you will also have exclusive use of the Fully Equipped Gym and swimming pool.

Contact us now! Robert Lin 0433 000 888 / Sally Gao 0431 291 476

NEWSTEAD, QLD $2,980,000

Nett Income: $340,270Remuneration: $108,211Neat complex located in the rapid growth suburb of Eagleby, within walking distance to schools, shops and transport. Great onsite facilities including private shaded pool, two barbecue/shade pavilions and a gym. Manager’s unit is a spacious modern 4 bedroom town home with 2.5 baths, double

garage and 3 extra parking spaces. There is also an of� ce on title. Asking price $450,000, 96 units under management, rented for $330-335 per week. High body corporate salary and net income, easy to rent and manage; this has been a fantastic family business for the current owners and is truly a great business opportunity for anyone who’s in the market.

Contact me now! Robert Lin 0433 000 888

EAGLEBY, QLD $2,355,512

Nett Income: $193,000Salary: $55,274 +GST (subject to CPI)

Holiday Letting Apartment at Fortitude Valley

The boutique complex includes a resort style pool and entertainment area, is centrally located to Brisbane CBD, Fortitude Valley and Spring Hill precincts. The manager’s residence is a one bedroom, one bathroom

apartment. No � xed of� ce hours. Within easy walking distance to the Royal Brisbane Hospital, RNA Showgrounds, Gregory Terrace and Roma Street Parklands and major interchange bus stops are also just a short stroll away. So be quick! It won’t last long on the market.


FORTITUDE VALLEY, QLD $1,270,000

Excellent Opportunity

Nett Income: Over $600,000Managers Unit: $870,000

• Very convenient location

• Very easy to maintain the facilities, such as swimming pool and barbecue • Two manager units• Spacious and comfortable• Modern fashion, high returns on investment.


SURFERS PARADISE $3,900,000


Pelican Sands Beach Resort | profi les

Pelican Sands Beach Resort on the "coast with the most”

Pelican Sands Beach Resort provides quality family accommodation with breathtaking beach views over the sundrenched sands of the Gold Coast.

Leslie Rickert and Paul Marchwicki are the proud new resort managers. These ‘new-bies’ took over the management rights of Pelican Sands Beach Resort in October 2015. Leslie told us: “We are completely new to the resort industry. I was a registered nurse for 32 years and Paul, my partner, is in the building trade. I run the front desk while Paul is the resort handyman and we have been aided greatly by his local knowledge and building contacts.

“I spent my childhood in the US (mainly California) and moved to Australia on my own when I was 18 years old. I married at 22, had two children and lived in northern New South Wales for

32 years. After a divorce at 50, I moved to the Gold Coast to be near my adult children and now I am excited to also have four grandchildren!

“Happily, I met Paul, a local lad from the southern Gold Coast. He had been previously married and has four children with three grandchildren.” Leslie explained that it was Paul who came up with the idea of buying a management rights business “as it seemed like a really good way for both of us to wind down ahead of retirement… If that even happens these days?” Leslie quipped. Pelican Sands Beach Resort is the tallest building along Golden Four Drive and was originally built in 1985 as a timeshare complex but in 2000 the apartments were individually sold off. The distinctive sandy coloured building has just been repainted the same colour and is absolute beachfront with just 10 steps leading down to the sand.

67

Flood Legal offers all the experience & expertise of a big firm while delivering accessible, personal & affordable service that comes with dealing with a small firm

Sharon was proud to work with Leslie & Paul in their purchase of Pelican Sands Beach Resort

Management Rights

Call Sharon Flood, Director - 0459 070 871 or 02 6674 5118 [email protected] - www.floodlegal.com.au

Leslie Rickert and Paul Marchwicki

07 5574 4990 [email protected] www.hirum.com.au

At HiRUM our goal is simple, to make your business as important to us as it is to you, which is why we invest heavily in producing software


profiles | Pelican Sands Beach Resort

“The body corporate committee is very proud and proactive when looking after this ‘Grand Ole Lady’ of the strip and so are we,” claimed Leslie.

The complex is a warm and welcoming, family-friendly place. The spacious two-bedroom self-contained apartments are very comfortable and the magnificent variety of resort facilities are definitely hard to beat.

The large outdoor beachside pool and covered barbecue area with three large gas barbecues was just recently rejuvenated with fresh tiling and paintwork.

There is a solarium, indoor plunge pool next to the spa, as well as a sauna and games room geared up for oodles of family fun with a full-size pool

table, table tennis and foosball table. The resort also boasts a small library and a gym facility. This consummate property, with unrivalled location, was exactly what Leslie and Paul were looking for and they immediately embraced the lifestyle, business and visitors.

But they admitted that “handling everyone involved with the operation of Pelican Sands Beach Resort, like the body corporate, the committee, the owners and all the contractors needed to maintain the property to our standards,” was a test and their biggest learning curve to date.

However, the challenges of the early days were all worth it when they started to receive “glowing reports” from their

guests, both new and returned.

Leslie stated: “They noticed the improvements, upgrades, and general tidiness of Pelican Sands. New guests are wondering why they haven’t stayed here before. We couldn’t achieve these high standards without our housekeeping staff and a special mention goes out to Donna who takes great pride in her work and relishes in the good reports and reviews acknowledging all her efforts.”

Leslie was thrilled to reveal: “We received an award from Booking.com, acknowledging our hard work by giving us a review score of 9.0 for a Guest Review Award, which marks us out as truly exceptional. It exhibits a symbol of excellence among some 800,000 properties on Booking.

com.” Followed up by another award from Hotels.com!

For those who are thinking about resort management as a career, Leslie offered some advice: “There is now a property management course run by ARAMA for the industry. I would strongly urge anyone looking to move into this job to take this course to learn just how much is really involved. This job involves a huge responsibility in dealing with trust monies, accounts, contracts, committees, etc.”

This job is 24/7, very challenging and not quite the “wind down to retirement” that Leslie and Paul envisioned. “As far as relieving stress from the job, Paul is very insistent that we leave the property and get out to regularly socialise with our

68


Pelican Sands Beach Resort | profiles

family and friends. He is better at switching off than I am because I feel that I am still trying to get my head around everything. Give me another couple of months’ experience and then I may learn to relax more!” she added.

Despite the challenges, there are also exciting times ahead. Leslie explained that with the falling dollar, more families are staying in Australia for their holidays, plus there are thousands of visitors expected on the Gold Coast for the 2018 Commonwealth Games. “Right

now, there is nowhere to go but up,” she predicted.

Leslie and Paul both enjoy meeting people, especially holiday-makers who are usually in a happy space. For every challenge there are many rewards, like meeting all the wonderful people who pass through Pelican Sands Beach Resort and especially those who return. “Every single day brings us new challenges that you never see coming, and so, we will never get bored!” Leslie finished. ■

By Mandy Clarke, Industry Reporter

69

www.mrsales.com.au

Head Of� ce: Suite 1 Ground Floor Equinox Sun Resort, 3458 Main Beach Parade, Surfers Paradise Qld 4217

Ph: 07 5555 8200 | Fax: 07 5570 4693Email: [email protected]

Phil Trimble of MR Sales was proud to assist Leslie and Paul with the purchase of the

management rights to Pelican Sands Beach Resort and wish them every success for the future

BUYING OR SELLING A MANAGEMENT RIGHTS BUSINESS?

CONTACT AUSTRALIA’S LEADING MANAGEMENT RIGHTS BROKERS


profi les | Aruba Beach Resort

Emergent MR business in perfect locationBroadbeach’s Aruba Beach Resort is superbly located in the very heart of an always effervescent Gold Coast.

The current managers are Brett and Olga Switzer who bought the management rights in July 2014. Brett told us: “The location of Aruba Beach Resort is perfect, only 100m from the beach in the café precinct of Broadbeach, just a short walk from the Gold Coast Convention Centre, Pacifi c Fair Shopping Centre and Jupiter’s Casino.

“It provides guests with an impeccable setting in our delightfully relaxing three-storey resort with tropical gardens as a backdrop where guests can enjoy both tranquillity and all the exuberance of the Gold Coast at the same time. It delivers an unforgettable holiday!”

With minimal industry experience, Brett and Olga Switzer bought the management rights for Aruba Beach Resort in July 2014. Brett’s background was in account building, where regular travel throughout Queensland was essential to “maintain ongoing business relationships and to bring new businesses into the fold”. Olga’s previous working background was all facets of admin where she had a reputation for “running a tight ship”. Brett said: “Luckily both our business backgrounds gelled well and met the needs of our resort management.”

So what was it about the industry that enticed them away

from their careers? “Initially, we had heard about management rights through a real estate friend who told us we were built for the role. We had both decided it was time for a career change and so we delved deeper into the process,” Brett explained.

“With minimum industry knowledge, we viewed many properties, assisted by experienced agents. One day, we wound up having some lunch in Broadbeach, discussing some of the properties we had looked at when we spotted the Aruba Beach Resort. We found out that it was on the market and the rest, as they say, is history. Was it meant to be? I would say, on the whole, yes. Sometimes we have a wobble but mostly we understand that this resort has not only offered us a massive opportunity but also a challenge.”

How did they cope initially being new to the industry? He

clarifi ed: “A lot of the process has been new to us, so we felt it was safer to use industry experts, including legal, fi nancial and accounting. We would genuinely recommend anybody new to the industry to do the same.”

According to Brett, the self-contained apartments within the resort are comfortable and spacious with fully equipped kitchens and private balconies. Each apartment has been carefully designed for the perfect family getaway. There is a stunning swimming pool for guests to enjoy and a spa to unwind in.

The locale is so convenient, with a bus stop outside the entrance to the property, it provides easy access to all the fun-fi lled theme parks. The Gold Coast light rail system is only a short walk to connect you right through to the heart of the Gold Coast in Surfers Paradise and to northern parts

of the Gold Coast. Brett added: “Location, location, location. It doesn’t get much better than our resort. It is extremely popular with holidaymakers and corporate guests alike as we are only minutes from the beach, Broadbeach’s huge choice of international culinary delights, and for corporate travellers we are one of the closest accommodations to the Gold Coast Convention Centre.”

Brett and Olga started to make changes to the resort after their fi rst year of management. “We noticed that the guest’s comments and reviews coming through were very positive towards the changes. Olga is the driving force behind the majority of the room upgrades. She has refreshed furniture, bedding, curtains and showers. These are the main changes that we have instigated in the property,” Brett revealed.

They feel fortunate to have such understanding owners, who are motivated to keep things up to date as well as improve and replace items as needed. Brett also pointed out: “As all managers know, the owner’s pockets are not an endless pit and so it becomes a juggling act between making the necessary changes and balancing the fi nancial burden for those involved. In the end, it is a win-win situation with the owner’s investment growing as well as improving the guest experience.”

The management rights business at Aruba Beach resort has grown since Brett and Olga took over. “We are at the point

70

Olga and Brett Switzer


Aruba Beach Resort | profi les

where we could employ staff but at the moment there’s just the two of us sharing the caretaking and letting duties with our fantastic housekeepers, taking care of the rooms. We get plenty of great feedback about the resort from the state of the tropical gardens to the family feel that seems to resonate throughout the property. It has been massively challenging and rather satisfying all at the same time,” disclosed Olga.

I asked what they fi nd most rewarding about resort management. Olga replied: “While this industry offers so many challenges, I fi nd the transformation of a stressed guest one of the most satisfying things. Generally, these guests have had a very early start or the fl ight has been delayed or cancelled and most times they

are still unwinding from their jobs. Some have children in tow, others have many suitcases and there are many other factors that can lead to a guest feeling stressed.”

It is obvious from online reviews that guests appreciate the service provided by the very helpful and welcoming, Brett and Olga. Brett concluded: “We offer incentives at check-in and the simplest of these are free meal offers along with a warm smile and understanding and this can be the making of somebody’s annual holiday. We do enjoy a lot of repeat business and this is one of the things that plays a part in their return, knowing that something as simple as a warm welcome is given at arrival.” ■

By Mandy Clarke,Industry Reporter

71

www.mrsales.com.au

Head Of� ce: Suite 1 Ground Floor Equinox Sun Resort, 3458 Main Beach Parade, Surfers Paradise Qld 4217

Ph: 07 5555 8200 | Fax: 07 5570 4693Email: [email protected]

David Rotheram of MR Sales was proud to assist Brett & Olga with the purchase of the management

rights to Aruba Beach Resort and wish them every success for the future

BUYING OR SELLING A MANAGEMENT RIGHTS BUSINESS?

CONTACT AUSTRALIA’S LEADING MANAGEMENT RIGHTS BROKERS

If you answered yes to these questions, you should ask your agent why they haven’t listed your property in the Resort News Property Guide.

The Property Guide is read by over 2500 prospective purchasers every issue which includes our experienced industry readers looking for their next potential property.

Properties promoted in the Property Guide are automatically* listed on the accomnews.com.au website which has over 2,800 visits per week!

FULL PAGELISTING

Excluding GST

To �nd out more contact: Russell Birrell on (07) 5440 5322, email [email protected] or your preferred agent.

PROBLEMSSELLING?

NOT GETTING QUALIFIED BUYERS?

BEEN ON THE MARKET A WHILEAND GETTING NO INSPECTIONS?SICK OF TYRE KICKERSWASTING YOUR TIME?

* Conditions apply

resortnews | may 2016 73

www.dfkcrosbie.com.au

P1800 234 000 [email protected]

Accounting and Auditing experts to the Management Rights Industry

Telephone 07 55202144 Paul Shannon

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Due diligence reports

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The MBA PartnershipThe MBA PartnershipChartered AccountantsChartered Accountants

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Please contact Michael Delaney or Robert Cuda (07) 4046 0000 [email protected]

C

M

Y

CM

MY

CY

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K

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SERVICINGCAIRNS

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Australia and New Zealand Banking Group Limited(ANZ) ABN 11 005 357 522. Australian Credit LicenceNumber 234527. ANZ’s colour blue is a trade mark of ANZ.Item No. 75143 06.2013 W349544

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Cairns / Northern BeachesPatrick Brown 0401 141 276

Port DouglasRick Staunton 0428 105 716

Talk to our trusted Management Rights Specialists today

Natasha Gray Business Banking Manager, Gold Coast

0459 840 305

Cameron Wicking Business Banking Manager, Brisbane South

0423 849 124

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fresh�nance...

Westpac Banking Corporation ABN 33 007 457 141 AFSL and Australian credit licence 233714

Brisbane/Gold CoastNick Smith, State Industry Leader QLD0438 179677 [email protected] Coast Vikki Perrins 0418 190420 [email protected] Greg Brown 0428 613365 [email protected]

Please contact your local Specialised Banker today for more information

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HEAD OFFICE: 07 3369 [email protected]

South East Queensland,

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Rolf Effenberger: 0418 199 748

Rod Askew: 0411 758 236

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RN006

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CRE BrokersManagement Rights, Resorts, Hotels, Motels, B&Bs, Tourist Parks & MoreSERVICING AUSTRALIA-WIDEP: 1300 767 802 W: crebrokers.com E: [email protected]

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• Landscaping

• Signage

• Electrical & Communications

1800 620 911 or07 3271 3885programmed.com.au

Large PS.indd 1 8/3/2015 1:48:01 PM

Specialising in:

www.anppainting.com.auQBCC Lic No 1050861 NSW Lic No 179886C









SOLICITORS

1300 797 858 I www.ascendia.com.au

• Brisbane • Noosa • Mooloolaba

++==

Level 2, 12 Innovation Parkway, Birtinya, QLD E | [email protected] P | 07 5390 1400

www.gplaw.com.au�e Management Rights Lawyers

Servicing Resident Managers throughout Australia

[email protected] www.mahoneys.com.au

BRISBANE: 07 3007 3777 GOLD COAST: 07 5562 2959

Q U E E N S L A N D

Management Rights Sales & PurchasesPhone: (07) 3202 2266 Fax: (07) 3812 1128

Email: [email protected]

CERVETTO COURTICEL A W Y E R S

Level 7, 102 Adelaide Street, Brisbane Qld 4000T: (07) 3220 1144 E: [email protected]

www.hillhouse.com.au

Servicing the accommodation industry

We deliver strategic solutions in management rights• Buying/selling • Renewing/reviewing

• Negotiation & dispute resolutionWe are recognised experts in our �eld, always outcomes

focused and o�er �exible fee optionsMichael Kleinschmidt, Legal Practitioner Director

PH: 5406 1280 E: [email protected]

Flood Legal offers all the experience & expertise of a big firm while delivering accessible, personal & affordable service that

comes with dealing with a small firm

Call Sharon Flood, Director - 0459 070 871 or 02 6674 5118 [email protected] - www.floodlegal.com.au

- GOLD COAST -Halliday & TrembathManagement Rights and Body Corporte LawSUITE 10, 17 KARP CRT, BUNDALL 4217Ph:(07) 5538 9311 Fx:(07) 5592 2256

Michael Huelin

Ph (07) 4046 11111A Water St, Cairns

[email protected]

Expert legal advice in:

Management RightsBody Coporate

Property and Development Law

www.wgc.com.au

SWIMMING POOLSUPPLIES/REPAIRS

SUPPLIERS OF CHEMICALS & EQUIPMENT

9/99 Lower West Burleigh Rd,

Burleigh Heads, Queensland 4220


www.poolgear.net.au

Heat PumpsHeat PumpsProudly installed and serviced

Noosa 5449 7855 | Maroochydore 5443 2111Caloundra 5438 1588

Specialising in Resort, Body Corporate and Hotel Servicing

Swimart CurrimundiPh [email protected]

153 Cooyar Street, Noosa JunctionPh: (07) 5447 3896 Fx: (07) 5447 3841

• equipment • repairs • regular servicing • maintenance • chemical supplies • swimming aids & toys

TELEPHONE EQUIPMENT

Resort Specialists

Phone Systems

Cloud Services

IT & Mobiles

WiFi Experts

Security Systems

Repairs & Maintenance

Telephone 07 5451 8888Toll Free 1300 884 001www.icsolutions.com.au

TRAFFIC CONTROL EQUIPMENT

TRAINING & DEVELOPMENT

For a course info pack, please call or email:1800 776 268 or [email protected]

STUDY TOWARD A BUILDING MANAGEMENT

QUALIFICATION

CREATE YOUR OWN SUCCESS FOR 2016

TV & VIDEO HIRE/REPAIRS




Gold Coas t : (07 ) 5592 0266www.LMgolds tar. com.au

Appliance Rentals


VALUERS - REAL ESTATE

Property valuations for units and management rights for all

major financiers.Presale advice and due diligence

for buyers.

Gold Coast, Brisbane, Ipswich & NSW North Coast

[email protected] Coast

[email protected]

[email protected] 664 094

australianvaluers.com.au

MANAGEMENT RIGHTS & MOTEL VALUATION SPECIALISTS

GOLD COAST & NORTHERN NSWClaudine Overton - [email protected]

SUNSHINE COAST & FAR NORTH QLDAlex McCowan - [email protected]

BRISBANE, SYDNEY & MELBOURNEAlison Sun - [email protected]

MOTELSAlex McCowan - [email protected]


Whatever, Wherever, Whenever!Whatever, Wherever, Whenever!

www.weatherdon.com.auLevel 1, 40 Chandos Street, St Leonards NSW 2065

phone: +61 2 9906 2202 | fax: +61 2 9906 3466e-mail: [email protected]

Compass Upright BedCode: 683122

Heavy duty rubber castors

Fire resistant fabric

Size: 1970L x 1000W x 480H (mm)

Weight: 56kg

Load limit: 200kg

WHEN UNEXPECTED GUESTS DROP IN

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CM

MY

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CMY

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resort news - may 2016

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