A Contemporary Model for Human Resources

By J. Bruce Tracey, Ph. D., and Arthur Nathan

The Center for Hospitality Research at Cornell University

The human-resource model used by many hospitality firms centralizes HR functions in the human-resource department. One consequence of such centralization is that inefficiencies arise because HR decisions are being made by distant third parties who may not be familiar with the specifics of each  situation. Rather than centralize HR-related decisions, the most effective model of a human-resources function is to support line managers in their own execution of personnel functions.

To read the  full CHR report,  Click Here    (Acrobat Reader required)

Economics of Small Hotels

VOANews - Among the American companies hurt most by the current economic recession and the September 11 attacks are hotel firms. For example, business travel hotel visits have declined as much as 15 per cent in some cities. But the weakening of the American dollar which reached parity with the Euro this month may actually help attract international visitors to the United States.

The hotels most likely to benefit from this increased business are the so-called "boutique" hotels, a concept created by the late developer Bill Kimpton who admired the smaller, upscale hotels he saw in Europe and Asia. Kimpton Group Executive Vice President Niki Leondakis talked about the fortunes of small hotels during a recent visit to Washington, D.C. "These hallways are wider and the ceilings are taller than a normal, boutique hotel would be. So our designer really had a creative challenge in trying to make it feel warm and intimate. These oversized red chandeliers, drapes and dramatic art really pulls the space in and makes it feel more intimate. There was a huge amount of art that we had to put on the walls. "

Niki Leondakis proudly shows off the newest of the Kimpton Group's 33 owned or operated hotels: the Monaco in Washington, DC. Ms. Leondakis, one of the highest-ranking women in the American hotel industry, says the effort to bring an intimate scale to the Washington Monaco and other Kimpton Group's lodgings was a reaction by company founder Bill Kimpton to the trend of building hotels on a big scale. "Back in the early 1980s, when it was very in vogue to build these grand, marble-and-glass brass hotels with huge atriums in the lobbies, Bill had a completely different vision based on a small, warm atmosphere. In every one of our hotels, the lobbies have a fireplace so that guest can sit in what we call the 'living room' of the hotel as they would in their own homes. They can read a book, relax and watch people. Every afternoon, in all of the hotel lobbies, our management often the general manager- is pouring wine for the guests."

Ms. Leondakis says the home-like atmosphere of boutique hotels even extends to customers' pets at her company's seven, upscale Monaco hotels, including the new Washington building. "Our hotels are pet friendly. All you need to do is let us know in advance if you're bringing a pet, and we'll provide special accommodations. If you don't have a pet and are lonely as a traveler, let us know that and we'll provide a goldfish for you to keep you company in your room. There will be a little card in front of your goldfish bowl that will tell you the name of your fish. Our housekeeping department will feed the fish every day and change the water and take care of it for you. All you need to do is enjoy your friend while you're here."

The pet-friendly philosophy of the Monaco hotels is a result of the Kimpton Groups policy of accommodating customers' special requests. "It's imperative today, in this competitive environment, that you listen as a service provider, to what your customers want. We do a lot of customer 'focus groups'. We talk to our customers. We actually have for our repeat customers, a data base of guest preferences that tell us what their needs are and how they use the hotel. If they're high-speed Internet people who require connections, we will find a way to accommodate that even if we can only do it in a limited number of guest rooms."

Ms. Leondakis adds that this personal connection between hotel staff and customers helps attract business during difficult economic times.

"A lot of times, consumers particularly in times like these, are looking for a level of comfort and safety. A boutique hotel environment feels a little safer, a little more comfortable."

The economic recession in the United States high technology business hit the San Francisco Bay area especially hard where the Kimpton company has most of its hotels. The past year's decline in international bookings added to the financial concerns. But Niki Leondakis says the strengthening of European and Asian currencies and the attraction of the boutique hotel concept may help her company weather the industry's difficult times.

"In these times, it's certainly something that's dropped off significantly for us. After September 11, the international tourism has definitely been hit pretty hard. We're happy to see a little bit of an up-tick in the last few months for that kind of travel. We predict that will continue to occur not as quickly as we'd like. But we see signs of recovery and signs of international travel coming back."

Good economic times or bad, Ms. Leondakis believes boutique hotels such as the Monaco will continue to attract repeat customers. "I think there's been some confusion out there in the marketplace about what the definition of 'boutique' really is. Some of our competitors who have boutique hotels that are cutting edge, design-oriented and trendy some equate that with 'boutique.' [It happens] to be a type or style of boutique hotel, but they don't define boutique. We are much more timeless in our hotel décor. They're warm, friendly and fun. They may be colorful and whimsical, but they're not trendy."

Niki Leondakis, executive vice president of the Kimpton Group, which runs 33 smaller hotels throughout the United States, including its seven Monaco boutique hotels.

Oberoi, KTDC to set up hotels in Kerala

Business Standard  -  East India Hotels, owners of the Oberoi chain, has entered into a joint venture with the Kerala Tourism Development Corporation.

Christened Oberoi Kerala Hotels and Resorts, the joint venture will set up three premium hotels in the state at Bekel, Thekkady and Alleppey at an initial investment of about Rs 330 crore.

The Oberoi group will hold an 80 per cent stake in the venture, while the balance 20 per cent will rest with KTDC. The move was confirmed by officials of the Oberoi group as well as KTDC.

"The joint venture has been formed for setting up these properties. We are not in a position to comment further on the issue," a senior executive with East India Hotels said.

Senior KTDC officials said, "Land has been allotted to the joint venture company and construction is expected to start shortly.

In the first phase, around Rs 330 crore is envisaged to be invested in the project. During the second phase of fresh capital investment, KTDC would increase its stake to 26 per cent.

According to hotel industry analysts, the popularity of Kerala as a tourist destination has resulted in hotel chains making a beeline for the state.

Foreign tourist arrivals to Kerala have gone up by 102 per cent, from 1.04 lakh in 1994 to 2.11 lakh in 2000.

The influx of domestic tourists too has increased 300 per cent to 51.56 lakh in 2000, from Rs 12.84 in 1994.

Founded in 1934, the Oberoi group operates in 7 countries with 37 properties, including the luxury Oberoi Hotels and Resorts and the superior first class Trident Hotels.

The group is also engaged in flight catering, airport restaurants, travel and tour service, car rentals, project and corporate air charters.

Midnight buy-out secures future of top Glasgow hotel.

The Scotsman  -  TWO English millionaires with a superstitious attachment to citrus fruits have chased off dreamers and time-wasters to save the finest hotel in Glasgow and Henry Kissinger’s favourite home from home.

The London property developers, Richard Harrington, 44, and Ian Ganney, 50, with £35 million in their pockets from the sale of their last business, clinched the deal for One Devonshire Gardens just after midnight yesterday.

And later, they promised the five-star hotel, founded by the legendary Glasgow hotelier, Ken McCulloch, would be restored as the city’s top hotel.

In its heyday, the hotel, now operating in receivership for eight months as a hotel-timeshare complex, attracted every major celebrity who visited Glasgow, including Kissinger, president Richard Nixon’s secretary of state, and singers Rod Stewart, Neil Diamond, Bob Dylan and Kylie Minogue.

The hotel has 40 rooms which cost between £150 and £400 a night. On a recent visit, the US superstar, Neil Diamond, took all 40 rooms.

The new owners have created a Scottish company, Citrus Hotels – they have a fondness for the name because it’s been “lucky” – and promised it was a “platform” for other acquisitions.

The jobs of existing staff, who have worked under the receivers KPMG, the accountancy firm, are safe, and the duo promised to spend £1 million on immediate refurbishment.

They were disappointed it had taken to so long to buy the hotel – for an undisclosed sum – but they were happy that the months of dealing with “time-asters and dreamers” were over.

It was an obvious reference to Brian Martin, whose company, Residence International, put the hotel-timeshare business into receivership in December 2001.

Until six weeks ago, Mr Martin was the “preferred bidder” to buy back the business, but he fell by the wayside and KPMG returned to an earlier bid by Mr Harrington and Mr Ganney.

After two days of negotiations this week, they finally bought the hotel.

The business’s £22 million debt has been wiped out and the money they paid for it will, they understand, “go to the banks”.

The deal also includes the Edinburgh Residence, in Rothesay Terrace, Edinburgh, which has been running as a timeshare.

Mr Harrington said: “The previous owners introduced timeshare in Glasgow and Edinburgh. Timeshare accounts for less than 10 per cent of One Devonshire but 75 per cent in Edinburgh. All timeshare sales will cease. The rights of existing clients are, of course, protected.

“In Edinburgh, we have bought up the remaining 25 per cent of the timeshare availability.

“One Devonshire will return to being solely a fine hotel. We were very aware of its cachet. It is known worldwide.”

The new owners have a history of success in business. They sold their leisure company, LSI Group Holdings, to a US company for £35 million.

Both men are on the boards of other companies and they will not be involved in the day-to-day running at One Devonshire.

Mr Harrington said: “We won’t argue over curtain colour. We are pragmatic, and we appreciate the emotional attachment of staff to the hotel which motivated them through a traumatic period. They have our confidence and we will create for them the proper long-term atmosphere and planning environment for them to prosper.

“We are immediately spending £1 million on refurbishment and we will spend whatever else is needed to ensure success.”

The partners, who are now landlord to Gordon Ramsay’s Michelin-starred Amaryllis restaurant, said they would work closely with the celebrity chef. Mr Ganney added: “He has had a great year and the restoration of the hotel can only help make it better.”

Mr Harrington said: “We are proud to maintain a tradition.

“Obviously, when a property such as this comes up, it attracts many who do not have the credibility to own it.

“Our intention is long-term stability and restoring the hotel to where it should be.”

Mr McCulloch founded the restaurant in 1986 and sold it three years ago before resettling in Monaco.

His dream, to create a hotel that was a byword for quality, was a huge success, and nothing was too much trouble when it came to his patrons.

He once imported a Steinway piano for Leonard Bernstein, the composer. As the removal man hefted the piano, he said: “This Leonard boy must be able to play a bit.”

On another occasion, he passed a “well known face” who said: “Hello, good to be back.”

“I was outside before I realised it was Kissinger,” Mr McCulloch said.

He added: “I had this belief in a world traveller: Monday in New York; Tuesday, Paris; Wednesday, Glasgow.

“I wanted to create a hotel that would attract a Bernstein, a Kissinger, and we did. I’m immensely proud.”

Crain's top list: New York largest hotels


Crainsny.com   -  The Hilton New York hotel ranks as the city's largest hotel, with 2,086 rooms, according to a new list from Crain's New York Business.

The list, Crain's first ranking of the city's lodging industry, includes information on the number of suites and meeting rooms, the amount of meeting space, room rates, and the number of full-time employees.

The city's second-biggest hotel is the New York Marriott Marquis, with 1,946 rooms. No. 3 is the Sheraton New York Hotel & Towers.

Malta: PM applauds the Hilton’s standards

The more top class hotels Malta has – the better, Prime Minister Eddie Fenech Adami claimed yesterday 

Independent Online  -  Speaking during an official visit to the Hilton Hotel in St Julian’s, Dr Fenech Adami said Malta’s standards are soaring.

“In the last few years there has been a quality leap. This is very evident in this hotel.

“The occupancy level of the Hilton is very good and it augurs well for local tourism.

“The Maltese product is very good and the more high standard hotels we have, the better.

“The Hilton represents such a strong investment. I had visited the complex when it was still being built but the finished project is beautiful,” the Prime Minister said.

Dr Fenech Adami was given a guided tour of the hotel, including the Presidential Suite, which is used by visit VIPs including pop star Madonna.

The suite features a huge bathroom, walk-in wardrobe, wall paintings and stylish furniture.

The Hilton is to open a state-of-the-art conference centre next February, which could cater for up to 1,400 delegates.

Hotel bosses said bookings have already been taken for the new complex.

Perks, not price the key

TravelWeeklyEast.com  - The success of Hotels.com and Expedia's Travelscape has driven hotel companies to retaliate with low-price guarantees. But this was only encouraging consumers to search for lower prices elsewhere, according to online research company, Jupiter.

Jupiter analysts have found that frequent business travellers have been drawn to airline sites because of their ease of use and loyalty programme management tools.

A recent Jupiter Consumer Survey found that 39 percent of frequent business travellers checked their frequent flier accounts while researching their last trip, and 37 percent would book more travel online if doing so involved fewer steps.

The latest Jupiter Research Travel Report suggests hotel companies should lure business travellers to book at their websites with perks, not cash.

Myanmar eyes ATF 2006

TravelWeeklyEast.com  Myanmar's NTO head has confirmed that the nation intends to take its chance to host ATF in Yangon in 2006 - and that the country has formed a new body for private sector promotion.

Attending the ASEAN NTO meeting here today, director general for Myanmar's Directorate of Hotels & Tourism, Khin Maung Latt, told TravelWeekly the country was keen to take its first shot at hosting the industry's key regional event.

"We will take up the ATF in 2006. It will be in Yangon, which has more facilities than the other towns. We need to consider the convention centre - we have a trade centre, but the Yangon City Development Committee is also building a hall."

While tourism numbers were only improving slightly, political events were helping tourism's cause, he said.

"The internal politics is improving," said Khin.

Meanwhile, the new Union of Myanmar Travel Association (UMTA), formed two months ago, was a "purely private" body, which would allow a broader push into international markets.

"Now it will be not only the public, but the private sector which can do (destination) marketing as well," said Khin.

Brandweek lists Radisson Hotels & Resorts among the nations leading “Superbrands” in travel services

Report Includes Brand Perceptions From More than 35,000 Consumers

Radisson Hotels & Resorts, a leading, global hotel company, committed to providing personalized, professional guest service and "Genuine Hospitality" at every point of guest contact, was recognized for its marketing efforts in Brandweek's "Superbrands" report.  Brandweek is an influential marketing magazine covering marketing and brand management issues for corporate marketing and communications executives. 

The "Superbrands" report included an online survey of more than 35,000 U.S. consumers to cull their perceptions of 1,300 brands in 25 categories. Following an initial breakdown of the brands by total 2001 sales and media spending, they were then analyzed by consumers on the criteria of quality and salience (informed awareness), and brand-equity, derived by multiplying the two. Consumers were asked to rate their favorite brands on both quality and awareness, and identify how much goodwill a given brand has established.

"At a time when hotel brands are tremendously challenged to capture a broader market share through innovation and creativity rather than traditional, costly marketing methods, it's rewarding to find that our efforts to provide a consist, high-quality product and enhanced guest experience are being recognized," said Brian Stage, executive vice president of Marketing and Sales for Radisson.  "While it's always rewarding to be recognized by consumers as a leader in your industry, this listing is especially gratifying since Radisson was positioned ahead of many of its competitor brands that spend far more on media."

The report lists Radisson third in the hotel portion of the Travel Services category, ahead of brands including Hyatt, Hilton, Wyndham, Ramada and Sheraton.

"Radisson's brand equity with consumers has been on the rise over the past few years," said Mike Beirne, Brandweek senior reporter, who covers the hospitality and travel industry and the Travel Services section of the magazine's annual "Superbrands" report.  "Brand awareness and perception has benefited from the fruit of their labors over the past few years, including brand repositioning, the roll-out of a new brand identity and new logo, and aggressive and creative marketing - illustrated by the new 'Go Packages' and brand advertising."

In the report's editorial comment by Brandweek Editor Karen Benezra, she says that marketers' eagerness to provide a broader menu of brand choices for consumers has resulted in a fragmented world of line extensions that leave the consumer confused about brand quality.

"In such a fragmented world of product choices, it's hard to think that anyone can successfully deliver a singular brand experience anymore," said Benezra.  "Without one, what's a brand for?"

"The 'Superbrands' analysis is an insightful tool for identifying a brand' effective use of marketing strategies to cut through the clutter and deliver an experience that stands apart in their industry," said Stage.  "We're very pleased that consumers think Radisson is a leader in this regard."

Radisson Hotels & Resorts currently has 435 hotels, representing more than 100,000 guest rooms in 60 countries. Radisson is a division of Carlson Hospitality Worldwide, a global leader in hospitality services encompassing more than 1,570 hotel, resort, restaurant and cruise ship operations in 81 countries.  For reservations or information about Radisson's award-winning hotels around the world, visit online at www.radisson.com

For more information about the Superbrands survey, visit  www.brandweek.com     http://www.latinfinance.com

San Diego Market Overview

Written By:  Brian Rodgers   HVS International

While the nation’s hospitality industry limped through 2001, there were several cities across the nation that fared reasonably well in spite of the malaise caused by the national economy slowdown and the events of September 11th. San Diego, also known as America’s Finest City, was one such city. With its coastal orientation, strong drive-in characteristics (70% of all overnight visitors arrive by car), and recently expanded convention center (a September 2001 opening), the city has been quick to recover from the negative events that characterized 2001. The rapid recovery of the downtown market has served as a springboard for the modest recovery expected of the broader San Diego County hotel market.

Overall occupancy for full-service hotels in downtown San Diego moderated from 78.2% for year-end 2000 to 72.5% for year-end 2001, representing a decline of 7.3%. However, during this same period average rate in the market held steady, increasing by a moderate 0.1%, finishing 2001 at $153.55. Overall, the RevPAR for full-service hotels in downtown San Diego declined by 6.0% in 2001, a strong result considering the lack of hotel activity reported in the months of September and October.

According to the San Diego Convention and Visitor’s Bureau, 2001 delegate attendance was up 16.6% to 286,550 attendees, 2001 delegate expenditures were up 16.9% to $296 million, and 2001 delegate room nights were up 6.8% to 535,788.  These results point to the continued positive impact that the expanded convention center will have on the city’s downtown hotel market going forward. In fact, in its first full-year of operation (2002), the expanded convention center is currently on-pace to produce approximately 727,000 delegate room nights representing a 63% increase over 2001 results.

While the convention market remains an integral component of San Diego’s continued success, leisure travel also plays a critical role. Total visitors to the county decreased by 14.8 million visitors in 2001, a 2.7% drop from 2000 figures. As a result, visitor spending in 2001 was off by 2.1% and attendance at area attractions (Sea World, Birch Aquarium, LegoLand, etc.) was down 8.7% relative to 2000 results. While these results are not surprising given the reduction of leisure travel throughout the country following the events of September 11th, they have impacted the local economy by nearly $100 million.

On the supply side, a general lack of available financing for hotel projects have slowed a potentially robust hotel development pipeline in downtown San Diego. The proposed development of a new ballpark for the San Diego Padres and the convention center expansion have served as the primary catalysts behind the planning for approximately 14 downtown hotel projects, comprising 4,500 new hotel rooms, over the next several years. However, proposed new supply has not been limited to the downtown areas. An additional 10 to 12 proposed hotel projects, comprising more than 3,000 rooms, are also in various stages of planning or development in other areas of the county, including Mission Bay, La Jolla, Del Mar, Mission Valley, and Rancho Bernardo.

While these additions to supply would likely have a short-term negative impact on marketwide operating results for San Diego hotels, given the anticipated growth in demand expected from the expanded convention center and a rebounding national economy, it is likely that the broader market would quickly absorb this new supply. It remains to be seen whether all of these projects will come to fruition. Projects currently under construction include a 750-unit expansion of the Hyatt Regency, a 512-unit Omni Hotel, a 261-unit W Hotel, and a 180-unit Staybridge Suites. Downtown’s largest potential hotel project, the proposed 1,200-unit convention headquarter hotel, which is to be constructed on the former Campbell Shipyard’s site (on the water next to the convention center expansion), is still in the planning stages after several attempts at development.

Through the first quarter of 2002, the downtown market’s occupancy has shown moderate softness, while average rate has also been weaker compared to the same period in 2001. Specifically, marketwide occupancy has declined to 77.3% through April 2002, down 1.4 percentage points from 78.7% through April 2001. Average rates for the downtown market have declined by roundly 4.3% through the first quarter of 2002, equating to $158.97 in 2002, compared to $166.06 for the same period in 2001. Looking forward to year-end 2002, overall results for the downtown hotel market are expected to show improvement over 2001, particularly in light of the strength expected for the year-over-year comparisons for the months of September and October. With the expansion of the convention center, growth in delegate room nights is expected to achieve growth in the low double-digits over the next several years. Coupled with flat to modest improvement in the leisure travel sector, overall demand in the downtown area should allow marketwide occupancy to achieve modest gains to the low- to mid- 70% range in 2002.  Average rate in the downtown market should remain relatively flat in 2002, with increases in both indices expected in 2003.

Brian Rodgers
HVS International

Big Easy & Stylish Hotel

By Christina Valhouli   Forbes.com  When guests enter the three-month-old Loft 523 hotel in New Orleans, they might feel as if they've been transported to the newest ultra-hip building in Soho.

Unlike most New Orleans hotels, it has none of the filigree ironwork, French doors and ivy-covered walls that one would expect from watching movies like A Streetcar Named Desire or The Big Easy. Loft 523 was built in a converted dry-goods warehouse, and the hotel's design team kept its industrial roots intact. The design mantra was to keep--rather than conceal--the bones of the former warehouse space and pare away any excess to create a clean, streamlined look.

Each of the hotel's 18 rooms is a 600-square-foot loft, with 12-foot-high ceilings and floor-to-ceiling windows. The color palette is muted, with shades of mocha, cream and gray. Design aficionados will appreciate the Herman Miller desk chairs, the 1907 Fortuny lamps and the egg-shaped tubs with wall faucets by Agape.

Loft 523 is ideal for business travelers because of its location--in the central business district, which is one block from the French Quarter--as well as its Internet perks. The hotel is the first in New Orleans to offer wireless Internet access, which means that guests can access the Internet from anywhere on the property, from the bar to their king-sized bed. The hotel also has three penthouse lofts, with a garden terrace and flat-screen TV.

In a nod to New Orlean's love affair with secret doors, the hotel's bar has a grotto that is hidden by an old fire door. The hotel itself does not have a sign (which some might find too chic), and rooms are numbered like apartments (1A, 2B). While Loft 523 does not have a restaurant, guests can order room service from its sister property, The International House. Its Lemon Grass restaurant serves French-Vietnamese food.

Rooms range from $399 to $1,439 per night.

For more information, please call (505) 200-6523.

Forbes Fact

Mariano Fortuny, born in 1871, was a clothing designer, painter and furniture designer. He drew his clothing inspiration from classical Greece, creating garments such as the Delphos robe and the Knossos scraf, which were worn by dancer Isadora Duncan. Fortuny put his disdain of 19th-century furniture this way: "The ugliness of most things connected with our ordinary habits is most remarkable."

Vietnam offers bilateral visa-free to ASEAN
 
TravelWeeklyEast.com  -  Vietnam has clarified its new visa-free policy to ASEAN countries, stating the country will extend visa-free entry to any nationals of countries which do the same for Vietnamese.

Pham Tu, vice chairman of the Vietnam National Administration of Tourism(VNAT), told TravelWeekly that those from Philippines, Malaysia and Thailand were extended visa-free entry last year.

"Our government is ready to apply that bilaterally, if they (the other country) agree with me."

"It's open door," said Pham

Hangzhou commissions tourism report; wants one million tourists annually

A Pacific Asia Travel Association (PATA) Task Force inspected Hangzhou, China (PRC) July 15-20. The Task Force will deliver its assessment of Hangzhou’s international tourism prospects by mid-September 2002.

The four-person Task Force was asked to evaluate the present tourism products in Hangzhou; advise on a marketing structure for international tourists; make recommendations on how to strengthen cooperation with neighbouring provinces (especially tourism promotion in the Yangtze river delta); analyse Hangzhou’s human resource base; and offer guidelines on developing environmentally-friendly products and services.

The Task Force was commissioned by Hangzhou Municipal Government and the Hangzhou Tourism Commission. The city, 180 kilometres south of Shanghai on the Changjiang River, was acclaimed by Marco Polo as one of the most attractive cities in the world. Hangzhou is also hailed as one of the seven cradles of Chinese civilisation. The modern city, with a population 1.7 million, is set in a landscape dominated by lakes, rivers and hills.

The city’s administration has ambitious plans. By 2010 it hopes to attract 1 million foreign tourists annually with an average stay of 2.7 days generating approximately US$980 million a year. City rulers hope to attract 34 million domestic tourists a year by 2010. Apart from natural attractions, Hangzhou offers many heritage points of interest such as temples, pagodas and cultural performances.

After completing an inspection of the Hangzhou region, Task Force Chairman, Mr. Tim Robinson, a Consultant for London-based law firm, Nicholson, Graham & Jones, said: "We believe Hangzhou has two key assets. First, the variety of existing attractions such as natural beauty, history and culture. Second, the enthusiasm of those involved to develop international tourism. The challenge is to create a future tourist policy which combines these to make Hangzhou an internationally-recognised destination."

Other Task Force members include:

* Mr. Glenn McCartney, Lecturer, Institute for Tourism Studies, Northern Ireland

* Dr. Zadok S. Lempert, CEO, The Panorama Group, Zurich

* Mr. Stephen Yong, Director-Northeast Asia, PATA.

PATA has set up over 30 task forces in the last 27 years. During the last 12 months, task forces have reported on southwest Thailand, Chang Island (Thailand), Macau SAR, Hanoi (Vietnam), Penang (Malaysia) and Banten and Lampung provinces in Western Java (Indonesia).

A PATA-member destination can request a task force by writing to PATA headquarters. PATA President and CEO, Mr. Peter de Jong, said: "As a 51-year-old Association we have an immense breadth and depth of experience and dozens of tourism experts we can call on to join a task force. An in-depth, well-considered task force report is a major benefit for national, state and local tourism offices."

A task force’s terms of reference are always tailored to suit the destination’s priorities. Emphasis can be placed on marketing, human resources, air access or environmental and cultural impact, to name just a few.

Copies of previous PATA task force reports are available at US$25 each for PATA members and US$35 for non-members. For a list of PATA task force reports, e-mail publications@pata.th.com. Destinations interested in requesting a PATA task force should e-mail to: TaskForces@pata.th.com.