Canadian Lodging News May 2017

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C A N A D I A N

LodgingNews May 2017 | Vol. 14 | No. 4

N AT I O N A L

C O V E R A G E

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Crown Group of Hotels —run by millennials

Baby Myra Gupta gets some help cutting the ribbon at her namesake restaurant in the Best Western Brantford. From left: Sameer Sharma, Devesh Gupta, Myra, Shivani Sharma, Kuldeep Sharma (President and CEO, Crown Group of Hotels, and Poonam Sharma.

By Colleen Isherwood, Editor

Canada Post Publications Mail Agreement No. 40010152

BRAMPTON, Ont. — They call themselves “The Millennial Hotel Company,” and Sameer Sharma and his sister Shivani Gupta Sharma, both in that age bracket, are at the helm of Crown Group of Hotels. But the millennials are quick to add that their inspiration and guidance comes from their father, Kuldeep, president and CEO, and mother, Poonam, and that Shivani’s husband, Devesh Gupta, a lawyer, brings his perspective to the operation. (This family is not related to the other Guptas in the Canadian hotel industry, who own Easton’s and Sunray.)

And then, of course, there is baby Myra, who cut the ribbon for a restaurant that bears her name at the Best Western Brantford, Ont. “Our parents travel quite a bit; they’re back after two months in Australia,” Sameer told CLN over coffee and lunch at the Courtyard

by Marriott, Brampton. “We’re taking care of business here. It’s a family business, but the kids are operating it.”

When they opened their first hotel, there were just the four Sharmas in the office. “Today there are eight people and we have a total staff of 300,” Sameer said.

Kuldeep Sharma got his start in India in

the 1970s, founding a security guard and alarm monitoring company that at its peak employed 10,000 people in India. That success enabled him to fund a hotel company in early 2002, but Crown Group of Hotels started in 2013 with the acquisition of the 110-room Quality Hotel in Burlington, Ont. In 2014, they added the Courtyard by Marriott in Brampton, Ont., which has 160 rooms and 6,500 square feet of meeting space. In 2016, they added three more hotels — the Quality Inn Sarnia (48 rooms), Best Western Brantford (158 rooms) and Hampton Inn and Suites Barrie (104 rooms) to their portfolio.

Continued on page 3

The 2017 market report provincial forecasts

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ANGST AND CELEBRATION AT AHLA

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BRIEFS The ultimate pampered pooch

Back row: Ken Hall, Tina Tobin, Amr Awad, George Marine, Perry Batke, Dave Kaiser, Heather Hamilton, Corbett Fertig, Steven Watters, Robin Cumine, Front row: Chris Barr, Leanne Shaw, Sandra Kanegawa, Ken Mealey. Missing: Mark Perry.

Angst and celebration at 97th AHLA JASPER, Alta. — The 97th convention of the Alberta Hotel and Lodging Association (AHLA), held at Jasper Park Lodge from April 9-11, was a success, according to Dave Kaiser, the organization’s president and CEO. “Attendance was the same as last year, with over 270 member properties. It was down from the better days of the economy. But the tradeshow was sold out, and stronger than last year.”

Highlights included a financial coach who provided one-on-one sessions with hoteliers.

“The session on insight into government was very popular,” said Kaiser. “There is still some angst regarding the political and economic environment in the province.”

This session provided an insider’s view of Alberta’s political landscape, and provided an opportunity for delegates to join an expert panel to find out what is driving policy decisions in key areas such as tourism, taxation, labour, and

liquor and gaming.

Michael (Pinball) Clemons, known as much for his motivational speeches as for his expertise on the football field, gave a rousing opening speech, getting AHLA members “all fired up,” according to Kaiser.

“His theme was that everyone should step up and lead — no excuses!” said Kaiser.

Susie Grynol, president and CEO of the Hotel Association of Canada, provided an excellent presentation that zeroed in on national advocacy and the Airbnb phenomenon, Kaiser added.

Awards programs are a huge part of every AHLA convention. This year, 120 properties received Housekeeping Awards, and more than 50 attended the conference to receive their award at a ceremony in advance of the housekeeping gala on Monday, April 10.

The AHLA recognized long-term front line

staff and supervisors from hotels and motels across Alberta at the Gold Key Awards luncheon on April 11.

There were also 120 properties that achieved the Employer of Choice designation this year.

At the windup gala on Tuesday, April 11, Perry Wilford, longtime supporter and past chair of the AHLA, received a life membership.

Wilford is currently in his second year as chair of the Alberta Hospitality Safety Association (AHSA). “He has always been involved and a model member,” said Kaiser.

Karen Naylor and Shazma Charania retired from the AHLA Board, replaced by two new board members, Ken Hall, GM of Jasper Park Lodge and Corbett Fertig, GM of the Timber Ridge Inn & Suites in Fox Creek, Alta.

Working with the AHLA, Fertig helped get the Town of Fox Creek to rescind an exorbitant increase in business fees last year.

Crown grew by three hotels last year

Shivani Gupta Sharma and Sameer Sharma.

Continued from page 1 “We have acquired five hotels over four years; I’ve rarely met anyone who started in 2013,” said Sameer. The Crown Group of Hotels buys the hotels and operates them as well.

Shivani, whose training is in business administration and human resources, started working at the Quality Hotel in Burlington.

Right away, the operations manager gave their notice. “It was stressful because I was just enter-

ing the industry,” said Shivani. “I was thrown into it, but it gave me the opportunity to truly learn operations and accounting inside out.

Within six months, Sameer had joined Quality as a sales director.

“I’ve worked front desk and checked people in — worked in housekeeping, served breakfast to people — always meeting mandatory brand standards. In 2015, we won the Choice Hotels Gold Award, and were able to see the fruits of our labour,” said Shivani.

Around the same time Shivani got married in 2014 in the banquet hall of the Courtyard Brampton, the Sharma family bought the hotel.

The general manager immediately gave notice.

Sameer ran the hotel for a whole year as general manager.

“I was 21 at the time,” Sameer said. “We did a renovation for just under $2 million on the hotel. We also did $1.5 million in renovations to the Hampton in Barrie.

“Marriott doesn’t allow people to operate a Marriott hotel without certain experience.

When I graduated from Marriott’s management training program, I was one of the youngest to complete the program.

“During the program, I had to fly down to Washington multiple times, but once I completed the course I was automatically approved by Hilton as well,” said Sameer.

The Crown Group of Hotels’ company philosophy is to treat all employees like extended family, as “associates” rather than staff members. The philosophy comes from Kuldeep Sharma, who said if you take care of those you employ, they will take care as well.

“In terms of expansion, we are looking at least one more hotel this year,” said Sameer.

“We have our options open for the U.S., but our office is in Canada. We are looking at major brands, and are looking forward to working with IHG as well.

“A few years from now, we hope to have our own brand, but we’ll see!”

VANCOUVER — Dog gonnit, the Opus hotel is Vancouver is certainly pooch friendly!

According to an item in the Toronto Star, the luxury hotel goes way beyond just allowing guests to bring their pups.

For $449 plus taxes, they can treat their furry friend to the Opus Hotel Pampered Pooch Package, which includes a designer collar, a one-hour canine massage and freshbaked doggie treats.

To help remember their stay, the Opus Hotel will arrange for a pet portrait shoot by a photographer in the hotel. The cost? An additional $295 plus taxes.

Best Western launches RFP tool in partnership with HotelPlanner PHOENIX, Ariz. — Best Western Hotels & Resorts, in partnership with HotelPlanner, has launched its BWGroups RFP Tool, a platform designed to advance the group booking process for Best Western hotels and its customers, it was announced April 3.

Via features that include online RFP management, email notifications, optional autoresponse, and reporting and analytics features, the tool simplifies processes and helps hotels gain more group business.

The BWGroups RFP Tool has been rolled out to all Best Western branded hotels in North America, and the company plans to launch the BWGroups RFP Tool on a global scale to its 4,200 hotels in more than 100 countries and territories worldwide.

Accor enables guests to search according to their mood PARIS — AccorHotels is working with a startup called Travelsify to enable guests to search according to their mood. Travelsify analyzes reviews to determine the attributes that travelers are looking for when booking a hotel.

Launched in early April, the ‘MoodMatch’ search allows guests in France and the UK to search about 1,000 Accor-branded properties and independent hotels on its platform.

Potential guests can use the functionality via the ‘Inspire Me’ button within the ‘Find Your Hotel’ tab on the homepage and select properties based on four categories – “in the mood for,” “preferred style,” “close to” and “anything else?”

According to its site, Travelsify has analyzed millions of reviews from travellers and experts to compile 34 key ‘Hotel DNA’ attributes that are important when booking a stay.

Vdara teams up with Crave Interactive to install digital tablets LAS VEGAS – Vdara Hotel & Spa has teamed up with Crave Interactive, a cuttingedge guest service software company, to install digital tablets in all of the resort’s 1,495 luxurious suites, it was announced April 5.

The tablets serve as the digital command centre for each suite, offering an array of guest services that include in-suite dining, spa services, show tickets and access to the latest hotel information and activities.

Tablet docking stations double as charging stations for multiple devices, as well as a sound system that guests can connect to via Bluetooth.

May 2017 | 3

C A N A D I A N

EDITORIAL

Defamation vs. negative online reviews

By Bill Tremblay, Assistant Editor TORONTO — In a world where customers are able to share their opinions with an unlimited online audience, restaurateurs should take proactive steps to ensure citizen reviews are addressed, particularly if they contain false information.

Lorne Honickman, a partner with Brauti Thorning Zibarras LPP in Toronto, who specializes in defamation, explained online comments now dominate his area of expertise.

“Everybody’s a critic. They wake up in the morning and they’re going to be a food critic,” Honickman said.

Whether or not the new breed of critics post negative or positive reviews, there are ramifications for what they have to say. For example, a 2011 study of Yelp.com by Harvard Business School found a one-star rating increase translates into a five to nine per cent increase in revenue.

“You’d be surprised how quickly it could damage a restaurant’s reputation. It could happen literally within 24 to 48 hours,” Honickman said. “Depending how many people go to the site, it could end the business.”

It is within a customer’s legal right to post a review explaining they didn’t enjoy the food, service or atmosphere.

“There’s nothing wrong with a customer saying they don’t like it, whether you agree with them or not,” he said.

“This is life in 2017, and you’re going to have to deal with that. That’s the world we live in.”

However, if the review contains false information, it crosses the line into defamation.

If a customer explained their food was dry in a review, that’s their opinion and fair comment. If they said they tried to send the dish back, but staff refused, yet the interaction with staff never actually occurred, the review is defamatory.

“It speaks to the attitude of the restaurant and is almost more damaging than the fact the food was dry,” Honickman said.

The question of motive often arises in cases of defamatory reviews.

Some customers may use the threat of posting negative critiques as a way of getting a free meal. Competitors may potentially also use reviews as a way to send clientele elsewhere.

“You talk to owners of hotels and restau-

rants, that get defamed online, they always suspect it’s their competitor,” Honickman said. “If someone hides behind a cloak of anonymity, we always wonder why.”

Businesses taking legal action on defamatory comments may seek compensation or have the review removed from where it was posted.

“Sometimes it doesn’t matter if it is taken down, it may be too late,” Honickman said.

“First and foremost, if there’s something defamatory, you want it down.”

Yet having a false review removed isn’t an easy task. Some websites refuse to take it down, while others offer the business owner an opportunity to respond.

“If you go on Yelp, for example, they have a whole process of the hoops you have to jump through if you want to allege something is defamatory,” he said.

Instead of going to the website, go to the defamatory post. Honickman recommends restaurateurs respond to the false review as soon as possible.

“We try to get a response on immediately.

Say it’s false and defamatory,” he said. “We try to mitigate the damages as quickly as we can.”

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EDITORIAL ADVISORY BOARD JASON CHESKES Above The Line Solutions VITO CURALLI Hilton Worldwide

SPOTLIGHT

Selling peace and quiet: Can it be a competitive edge for hotels and motels? to a hotel’s bottom line can be significant and result in lower bookings and a substantial decrease in revenue if the noise problem persists.

Fortunately, hospitality-specific soundproofing solutions exist that are able to address the primary culprits of noise ingress – windows and patio doors – to cut external noise by as much as 95 per cent, without replacement or major renovation.

Many owners and managers are instead turning to the soundproofing industry for solutions engineered for maximum noise reduction to deliver true peace and quiet.

By Randy Brown Up to 95 per cent of external noise can be eliminated by using cost-effective soundproofing solutions that do not require major renovation.

For hotels and motels located near noisy streets, highways, train tracks, airports or urban city walks, keeping external noise from penetrating into what should be the quiet, peaceful sanctuary of the guestroom might seem an impossible task.

The fall-out is undeniable. Unhappy guests include frequent requests to change rooms, customers that vow never to return, customers demanding a refund or negative online social reviews. The negative impact

4 | Canadian Lodging News

True soundproofing technology To gain an edge over rivals, some hotels are turning to true soundproofing companies that have background and expertise engineering products used in the most noise sensitive environments in the world, like recording studios.

Based in Reno, Nev., Soundproof Windows has created a “second window” that can be installed easily in front of the existing windows. The product is designed specifically to match and function like the original window, no matter its design or whether it opens or closes.

This inner window essentially reduces noise from entering on three fronts: the type of materials used to make the pane,

the ideal air space between original window and insert, and finally, improved, longlasting seals. The combination can reduce external noise by up to 95 per cent.

Additional energy savings Soundproofing hotel windows and sliding glass doors can also provide benefits in reducing energy costs. Adding the inner window provides an additional layer of insulation, which can reduce the heatingcooling portion of energy bills by 15-30 per cent.

Whether hotel owners and managers seek to protect their customers from stressful external noise intrusion, offer more peace and quiet, or significantly reduce heating-cooling related energy costs, economically soundproofing existing windows, rather than replacing them, can provide a real competitive edge.

Randy Brown is the owner of Soundproof Windows, Inc. (www.soundproofwindows.com) headquartered in Reno, Nevada. Brown initially developed the first version of a soundproof window to solve his own noise problems. His background knowledge about windows came from working with his father, who worked for a high-quality storm window company in the 1960s and 1970s. With many requests from friends and family, Brown started Soundproof Windows, Inc. in 1998.

PHILIPPE GADBOIS Atlific Hotels & Resorts MARK HOPE Coast Hotels BRIAN LEON Choice Hotels Canada Inc. ROBIN MCLUSKIE Colliers International Hotels BRIAN STANFORD CBRE DR. DAVID MARTIN Ted Rogers School of Hospitality CHRISTINE PELLA Serta Mattress Company ANDREW CHLEBUS LG Electronics

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Yurts and cabins at Ontario Parks PETERBOROUGH, Ont. — Each year, Ontario Parks is increasing its stock of roofed accommodation — yurts, cabins and repurposed buildings — and each year the new units are snapped up quickly, according to Jeff Brown, senior marketing specialist.

“There’s a group of folks who enjoy glamping — they used to sleep in a tent. They no longer want to sleep in a tent, but they do want to still experience Ontario’s parks.

“We are meeting that new demand with all our new roofed accommodation. Ten new buildings at Silent Lake are the biggest group,” he said.

Ontario Parks has more than 75 yurts and more than 80 cabins, cottages and trailers available for rent across Ontario.

Yurts are eight-sided, soft-sided structures with beds, tables, electricity and barbecues.

There are a handful of luxury tents, and rectangular ones that are more rugged at Murphy’s Point.

Ontario Parks is also building more cabins, typically one-room wooden structures with a queen bed and a bunk bed, kitchenette and dining area in a screened-in porch.

Then there are converted buildings, such as an old cabin at Balsam Lake that has been turned into a four-bedroom unit.

“We have a number of those types of older buildings, including Sandbanks Park, where we have the historic Maplerest House. These provide neat experiences, more like cottage rentals,” Brown said.

He added that the roofed accommodation program has been running for some time.

Historically, new units have consisted of renovated or repurposed buildings, but as the need has grown, they have added yurts and cabins over the past five years.

“As soon as the cabins come online, the rate of booking is very fast,” said Brown, adding that yurts start at $89 per night, one-room cabins at $125 a night and renovated buildings at various rates.

There’s a real mix of people, including boomers, couples and small families in the one-room cabins that typically sleep four to six people.

“My wife, my son and I have stayed in a cabin for the last couple of years, and it is a wonderful opportunity,” said Brown. “You get the camping experience with a few more amenities.

New roofed accommodation this year includes: • Silent Lake Provincial Park will have 10 new year-round cabins and a new gate house.

• At Neys Provincial Park, a new Trapp cabin roofed accommodation option will be available soon.

• At Kettle Lakes Provincial Park, a new cabin is being built on Irrigation Lake, the first roofed accommodation in the park.

• At Grundy Lake Provincial Park, a park building is being converted into a new cabin.

• Windy Lake Provincial Park will have a new lakeside cabin in late summer.

This is being built in partnership with Collège Boréal, Ontario’s French language college.

• At Bon Echo Provincial Park, five

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2017-04-20 11:00 AM

new camp cabins will become available.

• Inverhuron Provincial Park will get four new camp cabins.

Charleston Lake Provincial Park will get new hydro service for four yurts and 12 campsites.

“We do our capital planning for cabins on a year-to-year basis,” said Brown. “We maintain older yurts, usually in the fall. Yurts are pretty durable; they stay up year-round and last about 10 years.”

Some of the yurts and cabins are available year round. “It’s great to go to a place like MacGregor Point, near Owen Sound on Lake Huron in the winter,” said Brown. You can skate on a trail through the campground.”

Roofed accommodations are very popular particularly on weekends, and Brown recommends people book well in advance. Reservations can be made up to five months in advance.

For more information, including an interactive map of all roofed accommodation at Ontario Parks, visit OntarioParks.com/roofedaccommodation Ontario Parks also publishes a monthly roofed accommodation vacancy report on their blog, http://www.ontarioparks.com/parksblog/

Algonquin yurting.

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Inside a yurt at MacGregor Point.

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May 2017 | 7

Canadian Hotel Market Report A province-by-province look at how the hotel industry is faring.

A

OPUS Hotel Vancouver

Calgary Skyline

By Don Douloff

lways challenging, the hotel industry in Canada continues to be confronted by a wide range of market conditions and political forces that are shaping and reshaping the business. Below is a province-by-province summary of how each market is faring.

BRITISH COLUMBIA “Anecdotally, there seems to be a bump in inbound Mexican tourism,” said James Chase, CEO, B.C. Hotel Association. Also growing is tourism from China, Japan, Vietnam and Thailand due to the province’s proximity to those markets; inbound business from Germany and Great Britain is also strong. Australia is a “big market,” particularly in winter, because of B.C.’s ski offerings, he said.

Chase expects 2017 to be better than 2016, in terms of RevPAR and occupancy, driven by Canada 150 sesquicentennial celebrations, which should have a “positive” effect on summer booking patterns.

Driving inbound groups is improved airlift to China, the U.S. and Paris, noted Chase. Plus, international meetings are choosing Canada over the United States because some delegates are having trouble entering the U.S. due to the Trump administration’s tightened travel measures.

In terms of new construction, there’s “very little supply coming onboard.” In 2016, there were, net, 290 new hotel rooms in the province, said Chase, who added that this year, a 400-room Marriott will open in Vancouver, but the city’s Empire Landmark hotel will close. He noted that the resultant tight supply “is good for operators” with regards to occupancy and growing revenue.

“It’s been a great start to the year. I think the momentum will continue throughout the year.”

ALBERTA For the hotel sector, “2016 was a very tough year,” says Dave Kaiser, president and CEO of the Alberta Hotel & Lodging Association. Province-wide occupancy was 52.3 per cent, ADR fell 6.6 per cent and RevPAR declined 16 per cent, with some rural markets experiencing occupancy rates of 41 per cent. Figures for early 2017 weren’t much better. Such low occupancy figures “put a lot of operators at negative cash flow.”

Major cities are “doing a bit better than rural areas because they have other drivers besides oil and gas.” In contrast, “resorts have never done better” due to tight supply and increased U.S. and international tourism spurred by a low Canadian dollar.

On the bright side, a slight increase in oil prices has

8 | Canadian Lodging News Vancouver

spurred some drilling, boosting hotel business in a few rural areas.

Not helping matters is the provincial carbon levy, introduced Jan. 1 (which is increasing natural gas bills), and an increase to the minimum wage, which is “putting pressure on labour costs.”

Forecasts call for 2017 demand to grow by 2 per cent, but “the challenge will be absorbing more inventory” — about 1,500 rooms, expected to open mostly in Calgary and Edmonton.

Following the devastating 2016 wildfires, Fort McMurray was, net, down three hotels, and “anecdotally, there’s not much reconstruction.”

SASKATCHEWAN New builds have brought 1,400 new rooms to Regina and Saskatoon during the last three years. This new supply, coming into the market where demand has dropped for the two straight previous years, negatively affected ADR, occupancy and overall RevPAR, said Jim Bence, president and CEO of the Saskatchewan Hotel & Hospitality Association.

In 2017/18, Saskatoon will see three to four new properties come onstream, for a projected 400-room increase to citywide inventory, which will have an immediate affect on the city’s market share. Regina has no new proposed projects on the books.

The Conference Board of Canada’s preliminary forecast shows that overall tourism visits to Saskatchewan are predicted to grow 3.7 per cent in 2017 and a further 3.3 per cent in 2018 after two years of stability. Tourism in Saskatchewan grew strongly from 2008 through 2014 before stabilizing at 12.5 million visits and $2.15 billion in traveller expenditures in each of 2015 and 2016.

Visits by Canadians (including Saskatchewan residents) are forecast to grow 3.5 per cent in 2017 and 3.2 per cent in 2018, while those from the U.S. will grow 5.5 per cent and 3.3 per cent, and those from other countries will grow 7.8 per cent and 6.2 per cent, respectively.

Driving this growth is the value of the Canadian dollar, improved economic conditions in the U.S., Canada’s 150th birthday celebrations and increased event-hosting capacity in Saskatchewan.

MANITOBA The tourism business in the province’s largest city, Winnipeg, is largely driven by events, says Scott Jocelyn, president and CEO, Manitoba Hotel Association. In 2016, that meant the NHL’s Heritage Classic pitting the

Toronto Winnipeg Jets against the Edmonton Oilers. This year, it means the Canada Summer Games, taking place in Winnipeg July 28 to Aug. 13. The games will take “centre stage” and have the potential to drive great numbers of people — athletes, spectators, etc. — to the city, he said. “Winnipeg has a reputation of doing these events really well.”

New hotel supply continues to come onboard at a steady clip.

Completed and planned openings for the Winnipeg market include the Club Regent Casino Hotel; Hilton Garden Inn (under construction; 127 rooms); Super 8 Winnipeg East (rebuild; 81 rooms); Hampton Inn Westport Festival – Hedingley (125 rooms); Souris Hotel (under construction; 29 rooms); Best Western Plus Regent (under construction; 140 rooms); Sutton Place Hotel (planned for 2019 opening; 275 rooms).

Another potential tourism driver, he said, is the increased focus the provincial Conservative government has placed on tourism.

Since taking power in April 2016, the government has pledged that for every $100 generated by tourism, $4 will go back into the sector.

ONTARIO In 2016, for the second consecutive year, Ontario saw hotel performance growth and an encouraging increase in ADR. While occupancy jumped by 2 per cent, the ADR climbed by 3 per cent, supporting overall growth of over 7 per cent. This was fueled by growth in international visitation, with U.S. travel up by 10 per cent and overseas travel up by 15 per cent, according to Tony Elenis, president and CEO, Ontario Restaurant Hotel & Motel Association.

In 2017, the low Canadian dollar and overall business trade will continue to support positive performance from both leisure and business international travel, he said. Overseas numbers are expected to continue to grow, especially from China.

Positive numbers are expected across Ontario, with the Greater Toronto Area and Niagara continuing to lead, and Ottawa expecting higher demand stemming from celebrations surrounding Canada’s 150th anniversary.

“According to forecasts we have seen, Ontario is expected to once again grow hotel performance numbers with ADR of over 4 per cent and RevPAR close to 6 per cent growth. Demand and confidence are playing a key role in driving ADR upwards.”

In 2016, Airbnb presence represented 60 per cent of total accommodation share in Toronto downtown’s core, affecting revenues by 6 per cent. The City of Toronto in working with the industry and is expected to implement a regulatory framework surrounding the sharing economy by the end of 2017.

QUEBEC On the hotel front, “2016 was a very good year, for room nights, revenue, everything,” said Xavier Gret, general manager, Association des Hoteliers du Quebec. Tourism was strong from Europe, driven by a low Canadian dollar and security concerns about certain overseas destinations. For the year, occupancy rates averaged 57 per cent and average daily rate was $137.83.

Montreal hotel openings include the Renaissance Montréal, William Gray and Boxotel, all in 2016; the Hôtel Mount Stephen,

Hôtel Monville, Best Western Plus and AC Marriott, all planned for 2017; and the Complexe Holt Renfrew (end of 2018). In June, the Fairmont Queen Elizabeth is expected to reopen following a renovation.

Gret says 2017 “looks good,” thanks to Montreal’s 275th anniversary celebrations that could potentially drive “lots of tourism.”

Other potential tourism drivers, he said, include the launch, in February, of Montreal-Shanghai flights, and the Donald Trump Effect, which could persuade Mexicans to visit Quebec rather than the U.S. A provincial tourism marketing initiative, Alliance de L’Industrie Touristique du Quebec, launched in 2016, to market Quebec outside the province. The organization is “working hard to promote tourism,” said Gret, and he expects they will “get results” in 2017 and 2018.

NOVA SCOTIA It’s boom times for Halifax, according to Jeff Ransome, general manager of the Halifax Marriott Harbourfront and Nova Scotia’s rep at the Hotel Association of Canada. Calling Halifax “the bellwether for Nova Scotia,” Ransome said the market, during the past three years, has seen an 11.5 per cent increase in rooms sold, with 2016 recording an increase of almost 4 per cent.

Moreover, Ransome is forecasting a “banner year” for 2017 that could replicate the strong 2016 growth. Driving that anticipated strong year is increased ship-building activity; the Halifax Convention Centre (set to open later this year), which is expected to attract international conferences — the facility has booked more than 25 events for 2018, according to Ransome; the convention centre hotel (around 250 rooms) expected to open early next year; the continued low Canadian dollar; increased Halifax flights to Canadian and international destinations; and city events such as the tall ships regatta this summer. Ransome reports a number of hotel recapitalizations taking place in the market.

On the leisure travel side, “more Canadians are becoming aware of Atlantic Canada” and a renewed sense of nationalism is making “Canadians want to see their own country.”

Helping things, too, is Destination Halifax’s restructured sales and marketing efforts, and the Hotel Association of Nova Scotia launching special marketing initiatives, said Ransome.

NEW BRUNSWICK From 2015 to 2016, the province saw an overall occupancy rate growth of 3 per cent, says Christie Neate, vice-president of operations at D.P. Murphy Hotels and Resorts and the provincial HAC rep. She added that the province saw a 15 per cent growth in room sales from the U.S. in 2016, compared to 2015, and 7 per cent growth in travellers from other Canadian provinces travelling to New Brunswick.

Neate says 2017 is “shaping up to be fantastic,” with March busy and April shaping up well. Tourists are trying to beat the summer-season rush, so B&Bs are “booking up.” In New Brunswick, supply changes in 2016 were minimal, with a hotel property added in Fredericton. Supply changes forecasted in 2017 will see some supply added in both Dieppe and Fredericton, and in 2018, will also see some supply added in the Moncton market.

The new supply shouldn’t affect the market adversely, with Moncton experiencing strong occupancy and Fredericton likely to experience strong convention business, she said. Business will likely continue strong, driven by a low dollar and travel limitations to the U.S. Leisure tourism is heaviest in summer, driven by visitors from Quebec, Ontario and New England, and is expected to continue strong.

PEI For Prince Edward Island, 2016 was a “record breaking year,” with tourism traffic and hotel room nights up, according to Craig Jones, general manger of the Rodd Crowbush Golf & Beach Resort and president of the Hotel Association of PEI. Jones says increased numbers of American and Canadian tourists are visiting due to the value of their respective dollars (the low Canadian dollar keeps Canucks at home and the high U.S. dollar makes travel to Canada very affordable).

So far, 2017 occupancy is “ahead of last year,” says Jones, who adds that “June is looking strong for conferences in Charlottetown and Summerside.”

No new hotel supply came onstream in 2016, he says, noting that a 12-room boutique hotel, housed in a former convent, is expected to open in Charlottetown in summer. Additionally, “there is lots of talk about hotels in Charlottetown and Summerside reinvesting in their properties, renovating rooms, meeting space and technology.”

Also driving the province’s seasonal tourism industry is a marketing initiative promoting PEI as Canada’s Food Island. Indeed, between the proliferation of festivals — lobster; burgers; the annual Fall Flavours, to name but three — and celebrity chef Michael Smith opening FireWorks restaurant in 2015 at the Inn at Bay Fortune, the province’s culinary scene is in high gear.

NEWFOUNDLAND & LABRADOR The slumping oil and gas business is affecting business in St. John’s, says Larry Laite, general manager of the Capital and JAG Hotels, and the hotel/motel sector rep at HAC. Outside the city, in 2016, business was strong, especially on the motorcoach side.

Early 2017 saw a bump in business in St. John’s due to the men’s curling brier held in early March, says Laite. A strong U.S. dollar should result in increased motorcoach bookings throughout the province this year. The forecast for St. John’s, meanwhile, is to hold steady in June and July and increase in August. Expected tourism drivers include meetings and conventions and the Canadian Ball Hockey Association tournament. The rest of the province, meanwhile, is expected to have a good year.

On the supply side, in 2016, Holiday Inn Express opened (120 rooms). Under construction is the Best Western Airport (170 rooms) and ALT (about 150 rooms), expected to open in fall; and the 200-room Sandman property, which was announced as a summer opening, but may not open until 2018.

There is speculation that 2017 could be a bumper crop for icebergs, which float down from Greenland and drive tourism, says Laite. The fossil site at Mistaken Point, a UNESCO Heritage Site, could also create interest among adventure archeologists.

May 2017 | 9

BCHA celebrates 100 years

BCHA Awards were handed out to: Hotelier of the Year, Michelle Le Sage – Oak Bay Beach Hotel; Hotelier of the Century, Terry Farmer – Accent Inns; Liquor Retailer of the Year, Paul Rickett – Bowen Island Beer and Wine Cellar; and Publican of the Year, Paul Doherty – The Blarney Stone Irish Tavern. Shown here are the award winners and presenters.

By Jason Cheskes Special to CLN VICTORIA — On April 3rd and 4th approximately 240 of BC’s hospitality industry professionals attended the BC Hotel Association’s (BCHA) and Alliance of Beverage Licensees (ABLE BC) annual Summit held this year in Victoria. Following the success of last year, attendees from both BCHA and ABLE joined to gain insight into what is taking place in the industry, attend topical seminars, and to celebrate the 100th Anniversary of the BC Hotel Association.

In tandem with a robust Marketplace of 40 vendors and service providers, the conference opened with James Chase, CEO of BCHA, updating delegates on a number of issues, particularly the impact of Airbnb on the province’s housing availability. Chase also unveiled a new modernized logo for the association.

Jason Cheskes spoke on the state of the supply industry, which has been heavily affected by the dollar, but particularly by the consolidation of companies on both the hotel and vendor sides. Cheskes also provided approaches on how to best make purchasing decisions, including utilizing BCHA’s Member Benefit Programs.

Jordan McKay then discussed the value and reduced costs that Check In Canada can offer to hotels. As a consortium of Canada’s hotel associations, Check In Canada works to reduce OTA costs through redirection to a hotel’s own booking sites.

The first session closed with the president of the Hotel Association of Canada (HAC), Susie Grynol, who discussed the association’s priorities going forward and shared that she intended to refocus HAC into a few key priorities from the many areas that have been engaged in over the years.

Grynol also gave members an overview of a planned strategy to address the sharing economy. The goal is to level the playing field at the federal level, and support our provincial and municipal partners in the same fight. “A unified voice across the country will allow us to present a united front,” she stated and added, “It is so energizing to meet with members from coast to coast. Keeping our finger on the pulse of the membership allows us to stay focused on the right advocacy issues.”

The evening event was a dinner prepared

1 0 | Canadian Lodging News

by the Fairmont Empress culinary team, which was enjoyed as guests received a fascinating historical look back at the ties between the hotel industry and the liquor industry in BC, as well as the awarding of the conference’s four key awards (see photo above for 2017 winners of BCHA & ABLE BC awards), and energizing entertainment by Victoria’s own renowned artist, Kytami.

The second day of the conference opened with the Minister of State for Emergency Preparedness, Honourable Naomi Yamamoto, who shared the fact that “there is a better than

1 in 3 chance that Coastal BC will be hit by a major earthquake in our lifetimes.” A sobering thought to start the day.

Following the BC Hospitality Foundation’s presentation of several scholarships to hospitality students, the conference went on to cover the potential impacts of marijuana legalization and retailing as well as a host of other relevant topics, including engaging the millennial workforce, creating financially engaged leadership, data security, and others.

The closing session saw Tod Maffin, past CBC analyst and digital marketing profes-

sional, speak on how to work with Facebook and how to “game” it to your advantage. He pointed out that even for those following you, only 10 per cent ever see when you post a link to something unless you pay. His key to success?

Ask for engagement and ask a question when you post. He also reminded the audience that the Internet doesn’t forget, so take care in what you put on it, and remember that Facebook is tracking everything you do.

By all accounts, Summit 2017 was a great success, and plans are actively underway to announce 2018’s date and location.

Terry Farmer, Hotelier of the Century

By David Mackenzie President, BCHA VICTORIA — Looking back on 100 years, we know that the British Columbia Hotel Association’s success is in large part due to the hard work of the many dedicated hoteliers we’ve been fortunate to work with.

The Hotelier of the Century award is the recognition of a long career dedicated to the service of the hospitality industry, of excellent work in their community, and a commitment to outstanding operating practices.

Terry Farmer’s story began with him

and his brothers taking on his father’s construction company, developing and building their first hotel property, the Chateau Victoria. It was here that Terry became hooked, and his love affair with hotels began.

Mandy, his daughter, was around 12 at the time and remembers seeing a difference in her father. She tells us that she remembers him suddenly loving his job. This newfound passion for hotels sparked innovative approaches to understanding the market and meeting customer needs.

To collect market data on the limited service market, they bought a little motel near their office called the Doric Motel.

They put comment cards in the rooms to learn what guests wanted. This was before the limited service market took off and Mandy recalls her father, Terry, thinking that he was inventing the wheel.

Terry took this data and pitched the limited service concept to his partners and the bank and they soon turned a blackberry field where Farmer Construction kept the equipment stored, into a hotel.

Stay’n Save born in 1986 Stay’n Save Motor Inns was born in the year 1986. The Victoria Stay’n Save was a success from day one and the group opened the second hotel in Richmond in 1988.

They opened a total of five hotels in 10 years, with Kelowna and Kamloops opening in 1992 and Burnaby in 1996.

In 1998, Terry was awarded the Ernst and Young Entrepreneur of the Year. Winning in both the Hospitality Category, and as the overall winner for the year, this was an incredible recognition of his work.

Switch to Accent Inns In 2000, Terry and his team decided to rethink the Stay’n Save name. Looking to modernize, they made the switch to Accent Inns, an easily recognizable (and easy to spell) name. After extensive focus-grouping, new advertising, and battling misinformation about new American ownership, the new branding was launched.

Terry’s leadership is reflected in the incredible retention in the Accent Inn properties, and with the continued success of the brand.

While his daughter, Mandy, took over as CEO in 2008, the company’s 2011 win for “Best Places to Work in BC” was a result of the inspiring, engaging, and connected company atmosphere that Terry had established. He continues to be an important touchpoint for his daughter as she follows in his footsteps.

It is my honour to present the Hotelier of the Century award to Terry Farmer, for his contributions to the BC accommodation industry, in creating two brands that are proudly and boastfully BC, and truly setting the bar for excellence in leadership and quality across the province.

L to R: Ingrid Jarrett, Michelle Le Sage, James Chase, Susie Grynol.

Michelle Le Sage: BCHA’s Hotelier of the Year VICTORIA — Speaking over the phone last month, Michelle Le Sage, general manager of the Oak Bay Beach Hotel, was excited and pleased that she was chosen as BCHA’s hotelier of the year.

“It was so nice, especially because my good friend, Ingrid Jarrett, presented the award. Twenty-four years ago, I was a volunteer at the conference, and then I was sitting there [at the awards dinner] getting recognition from a group of peers. It was truly an honour,” she said.

Le Sage, who has a B.Comm. in Entrepreneurial Expertise from Royal Roads University, has risen steadily through the managerial ranks, starting with 12 years as director of sales and marketing at Bayside Resort in Parksville, B.C. She then became assistant general manager at Chateau Victoria for 14 years; then general manager at the Best Western Plus Westerly in Courtenay, B.C. She started as general manager of Oak Bay Beach Hotel in 2012, even before it reopened after the old hotel was rebuilt.

She survived the upheaval as the hotel went through a bankruptcy, and was purchased in June by OB Hotels Limited, a new company formed by REV Investments Inc. to buy the hotel.

“We’re doing extremely well, but this gives us stability,” she told CLN. “We’ve got some really amazing people, even with the struggles.”

Despite the problems, Oak Bay Beach Hotel is one of the highest rated locations in the city, currently operating with one of the highest occupancy and average daily rates in the Victoria market.

“This is our fifth summer of operation, and we have a lot of momentum now. We have been recognized by the OTAs as one of the top hotels in Victoria.”

One of the main markets is B.C. travellers. “Instead of going to other places in the U.S., they don’t want to go anywhere in the world but here.”

One of the nice things about the hotel is that they have kept some of the features from the old hotel, and that it still has the feeling of that building.

There’s original glass in the Snug Pub, and the fireplace, bricks and fixtures are from the old hotel, built in 1927.

The new, 100-room hotel includes The Dining Room, Snug Pub, Kate’s Cafe, David Foster Foundation Theatre, conference facilities and The Boathouse Spa and Seaside Mineral Pools.

Standing ovation as Ingrid Jarrett presents Michelle Le Sage with her award.

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May 2017 | 1 1

CANADIAN LODGING NEWS REAL ESTATE

Getting Ready to Sell, A Lawyer’s View

By Phil Thompson Thompson Dymond

Selling your hotel is a process, not an event. It starts with good preparation. Here are some things you and your lawyer can work on before getting the hotel to market, which should help the process move as quickly, smoothly and cost-effectively as possible, with fewer conditions, shorter due diligence periods and more certainty of closing on time and on budget.

Start by getting your lawyer to do many of the searches the buyer will do, both title and off-title. Get the search results documented and into your data room. This will help you push for fewer buyer conditions and shorter due diligence periods, and can head off many legitimate buyer requisitions before they happen.

These searches will also help identify outstanding work orders and open building permits. Plan to close them off as much as possible, or have a plan for dealing with them as between you and a buyer.

Have a plan for dealing with any unexpected work orders that come up during due diligence or before closing, including a plan to price and apportion the risk between you and the buyer in a way that will not aggravate or wreck the deal.

Ask your lawyer to clean up any old title matters, PPSA filings or other matters cluttering or affecting your title that a buyer is going to likely want dealt with.

Prepare a list of all hotel contracts, sort them by those that can be terminated on one month’s notice or less without penalty, and those that cannot. Check for any contracts that require a third-party consent or notice for change in ownership. Review all these with your lawyer and get it into your data room. Have a

“Selling your hotel

is a process, not an event. It starts with good preparation.

”

list of contracts you are going to insist the buyer assume or third parties they must deal with.

If you have any commercial tenants, get all your tenant documents assembled, prepare a basic rent roll, have it all reviewed by your lawyer and get it all into the data room. Fill in any gaps

and clean up any deficiencies.

If you have a union, make sure your files are up to date and in the data room, and have a list of outstanding grievances and a plan to resolve them, or at least manage them as between you and the buyer.

Have your lawyer prepare a seller’s form of purchase and sale agreement specifically put together for your property considering your ownership structure, with schedules for permitted encumbrances and contracts to be assumed. Make sure the contract calls for reasonably tight timelines and good deposits, but make sure the agreement is not too one-sided in your favour.

After all, the buyer is going to put millions of dollars into your pocket and has its own investors and lender to satisfy. You want it tight enough with strong enough deposits to keep tire kickers away, but not so tight that your process becomes more adversarial than collaborative.

Once price is agreed to, process takes over. The best deals are those where anticipation, openness and collaboration override suspicion and wariness. Not only do they result in quicker, more certain deals with less aggravation and lower transaction costs, they also result in higher selling prices in the long run. If that is the kind of deal you want, plan to build it into your process from the start.

Hotel Transaction Lawyers Buying | Selling | Refinancing

Phil Thompson 905.881.6505 Farheen Alladin 905.709.7464 www.thompsonlaw.ca

May 2017 | 1 3

CASE STUDIES Trump International Hotel & Tower Toronto and Trump Residences Toronto

the Trump International Hotel & Tower Toronto and the Trump Residences Toronto.

Opened in 2011, this luxurious 65-storey mixed-use tower presented an incredibly rare opportunity to acquire a trophy asset with unrealized potential, prominently located in Toronto’s Financial Core.

With just a six week active marketing phase, CBRE was tasked with ensuring all qualified, domestic and international potential investors were identified, and then effectively reached through a structured email and telephone campaign. Global coverage was also achieved by: • Capitalizing on media relations through controlled and effective messaging that attracted national and interna-

Best Western Plus Guildwood Inn Date of sale: February 2017 No. of rooms: 95 Seller: Lamplighter Inns (London) Ltd. Buyer: Vrancor Group Sale price: $6.05 million

Details of the sale: CBRE Limited was retained as the exclusive advisor and agent in the sale of the Best Western Plus Guildwood Inn in Sarnia, Ont. The hotel is well located just off of Highway 402. which links Sarnia with Highway 401, North America’s busiest highway, in the east, and is less than one kilometre from the Canada/United States border at the Blue Water Bridge crossing. The hotel had been recently renovated and was in

tional coverage from 19 media outlets.

Coordinating face-to-face meetings with potential prospects at the Americas Lodging Investment Summit to personally introduce the opportunity.

• Collaborating with CBRE’s offices in Asia, Europe and the Middle East to coordinate both in-person meetings and conference calls with the core Canadian team.

The campaign garnered significant levels of interest from parties across the globe and a number of bids were received.

Marketing efforts concluded with the sale of the assets to the investor that had recently acquired the senior secured indebtedness on the project.

— Source: CBRE Limited •

extremely good condition, with 95 guestrooms, an on-site restaurant, meeting space and recreational amenities. The hotel benefited from very strong market positioning, consistently outperforming its competitive set in terms of occupancy and ADR. Further, the hotel was being offered unencumbered by any management agreement upon a sale enhancing its appeal to various buyer groups.

CBRE undertook a targeted marketing program recognizing the attractive deal size for a number of Ontario-focused private investors. With significant interest generated by a comprehensive direct telephone campaign, CBRE was able to run a tight process with just a five week active marketing campaign. Providing only one week of advance notice for a Call for Offers, CBRE generated a number of highly qualified bids, including several at or above pricing guidance and with either minimal or no conditions. The Hotel ultimately sold above guidance to a highly qualified Ontario-based hotel investor.

— Source: CBRE Limited

Date of sale: April 2017 No. of rooms: 211 unsold hotel units (out of a total of 261 hotel units) and 74 unsold residential units (out of a total of 118 residential units) Seller: FTI Consulting Inc., in its capacity as court-appointed receiver Buyer: JCF Capital Sale price: $298.0 million

Details of the sale: CBRE Limited was retained by FTI Consulting as part of a court-approved process to run a comprehensive international marketing campaign for the unsold hotel and parking condominium units and the unsold residential condominium units within

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Colliers’ 2017 Hotel Report

Investment in the Canadian hotel real estate market finished with $4.1 billion in transaction volume in 2016, the second highest on record and almost 70 per cent higher on a year-over-year basis. The year also provided many firsts: the highest volume in the current cycle, a record for investments made by cross-border investors, and a new high for traditional price per room metrics. Colliers expects continued robust activity that should exceed $3.0 billion in overall transaction volume in 2017, with a $1+ billion portfolio already closed in Q1.

Making waves in the Canadian hotel sector The Canadian hotel industry is firing on all cylinders, having gained strength in each passing year of the current cycle. Several factors beyond regular buyer–seller–lender dynamics have come into play that have dramatically enhanced the appeal of the country’s lodging sector and provides promise for continued activity in the coming years.

Four themes have emerged that have enhanced liquidity, which include: shifts in currency markets, capital flight from primarily Mainland China, a search for risk-adjusted returns by both domestic and internationally-focused investors, and strong operating performance witnessed in most markets across the country.

Weak C$ incentive for global investors The Canadian dollar has been in a downtrend against the US dollar since a re-balancing in energy markets in 2014.

As assets were made available in the 2014 to 2016 period in the hotel sector, the market morphed, with domestic investors increasingly competing against a highly incentivized global investor on many of the large portfolios and trophy opportunities. Foreign exchange characteristics should entice crossborder firms to continue their pursuit of Canadian real estate. While not all opportunities are of interest to foreign capital, the traditional tranche of the market is also benefiting from a captive Canadian investor pool that generally has less incentive to move money into U.S. dollar denominated currency.

Benefits of an outflow of capital Cross-border property acquisitions by Chinese capital have been growing unabated over the past decade. Pressure to diversify investments beyond Mainland and Hong Kong have led to an outflow to global real estate that amounted to almost US$35 billion in 2016, according to Real Capital Analytics – up from a paltry US$600 million in 2009.

Canada is a natural destination for this capital, given its stable political and legal environments. An investment made into a country like Canada also provides favourable currency exchange where investments can be made at a relative discount, as well as a less absolute cost to acquire leading properties in comparison to major global centres such as New York City, London and Singapore. Colliers expects international investment into Canada will continue in the foreseeable future as opportunities arise.

Search for yield — hospitality assets in focus In an environment where long-term bonds are providing meagre returns, investors are increasingly looking to real estate to provide adequate yield to their portfolio. With lodging assets generally providing superior risk-adjusted returns – averaging 210 basis points higher than a sample of competing commercial real estate classes in Canada – the hotel sector has benefited from investment from nontraditional capital sources.

The search for yield is also now a global affair, with international oriented investors searching all corners of the globe and moving money to destinations that satisfy their return requirements.

Industry fundamentals are in a sweet spot Notwithstanding regional softness in Alberta, Saskatchewan and Newfoundland and Labrador, on a national level, the operating environment has been performing well with RevPAR growing by 5.0 per cent in 2016 and a compound annual growth rate of 3.5 per cent throughout the current cycle.

Growth in demand has outpaced new supply over the past decade and as a result, top-line revenues in Canada have grown by nearly 22 per cent since 2011, according to Smith Travel Research.

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2017-04-26 May 2017 | 1 10:06 5 AM

How the Uniform Systems of Accounts for the Lodging Industry (USALI) can improve your bottom line

By Nicole Nguyen and Erin O’Brien CBRE Hotels Are we controlling costs effectively? Are we missing opportunities to generate stronger profits? How does my hotel stack up to the competition?

In an industry that is both organizationally and operationally complex, these questions – and others like it – are common. Yet, there are a remarkable number of hotel owners/operators who do not employ accounting systems or budgeting processes that would provide effective and actionable answers to even the most

complicated business planning questions.

Given that the hotel industry has been experiencing dramatic changes in the areas of technology, sustainability, globalization and evolving distribution channels, it is fair to comment that there has never been a more dire need for internal business analytics.

A hotel company that continues to employ independent accounting systems that don’t allow for comparative measure both internally or against the competition, is at risk of missing out on critical information that could provide significant insight into business opportunities and risks.

In today’s day and age, having the right systems in place to allow for clear benchmarking against the competition is downright necessary!

The Uniform Systems of Accounts for the Lodging Industry (USALI) is a standardized chart of accounts and systematized process of financial reporting that was developed specifically for the hotel industry. This system shows all operating Key Performance Indicators

(KPI’s) of a hotel, in such format that one can benchmark them with other hotels, regardless of their location, branding or chain scale categorization.

The use of USALI allows you to compare your actual KPI’s with Budget, Forecast, Last Year, or any other period of time. Staff trained in USALI can understand, interpret and use financial data from anywhere around the world, for any type of hotel, all measured in the same type of format.

As a result, consistent budgeting, forecasting, tracking and benchmarking processes become much easier to employ with USALI in place. It is these reporting/review processes that can ultimately improve profitability by allowing owners/operators to better understand and control costs, highlight areas for improved efficiency, or determine the need for stronger revenue management practices.

The Uniform System of Accounts for the Lodging Industry is the most transparent system of financial reporting, serving the need for

Branding: Invest in the Power of 6

By Irwin Prince, President and CEO, Realstar Hospitality Motel 6 has built a strong reputation in the marketplace for providing quality and comfortable lodging at an affordable rate.

Growth in Canada has been compelling, with both new-build and conversion opportunities available.

Reinventing economy lodging, the award-winning Motel 6 prototype design features modern styling and functionality. Newly-designed rooms with comfortable and contemporary furnishings have positioned Motel 6 as a desirable brand.

“Motel 6 is a disciplined brand – we are amenity free, which allows us to be moderately priced and provide greater flow-though to our owners,” says Irwin Prince, president & COO of Realstar Hospitality. “The contemporary look and feel of Motel 6 resonates with boomers and millennials, giving the brand great bandwidth across these segments,” adds Prince.

Motel 6 introduced the Studio 6 concept in 1998 as an extended-stay option for travellers. Studio 6 properties allow for guests to stay in the comforts of home while enjoying an inclusive rate, competitive to the economy extended-stay tier.

The brand’s strong affiliation with Motel 6, combined with a long-standing operating platform, is focused on delivering results. “Where Motel 6 is geared towards the transient

1 6 | Canadian Lodging News

traveller with an average length of stay in the range of one to four nights, Studio 6 is centred on the individual who plans to stay longer.”

The Studio 6 prototype features a contemporary, simple and functional design that is a major step forward for extended-stay lodging. The studios, which are approximately 260-320 square feet, feature an open floorplan to maximize space usage. As Prince explains, “all Studio 6 locations offer an updated modern room layout featuring a comfortable seating area, sleeping area and fully equipped kitchen with refrigerator, microwave and cooktop stove.”

Studio 6 has quickly developed a reputation for excellence, ease and value with travellers who need accommodations for more than a few nights.

Prince acknowledges that while the economy extendedstay segment is still under-developed, he believes there is ample opportunity for growth.

Although lesser known among Canadians, the Studio 6 brand looks very similar to a Motel 6 (picture wood effect flooring, granite bathroom countertops, flat panel TVs, and a chic, modern colour scheme and design.)

Prince concludes that “there’s certainly a need in the market for the positioning of Motel 6 and Studio 6.” For hoteliers looking to increase their return on investment, these brands offer low conversion costs and flexible timing on renovations for well-maintained properties.

Headquartered in Toronto, Realstar Hospitality is a fullservice hotel franchise company, leveraging the strength of its brands by providing an extensive range of businessbuilding, best-in-class support services to its franchised hotels across the country.

In 2003, Realstar Hospitality acquired the Canadian master franchise rights for Motel 6 and Studio 6 brands.

From training, quality assurance and procurement expertise to global sales, marketing and operations excellence, franchisees benefit from full access to a team of hospitality professionals.

For Motel 6 or Studio 6 franchise information in Canada, contact: franchise@realstarhospitality.com

Exterior of Motel 6

Exterior of Studio 6 .

Bruderheim, Alta.

Interior of Studio 6.

reliable business performance indicators, for both hotel owners and operators.

The copyright to the USALI is owned by the Hotel Association of New York City and is published by the American Hotel & Lodging Educational Institute. The Hospitality Financial and Technology Professionals also sponsor the publication. For detailed information, visit www.ahlei.org/usali.

Erin O’Brien is senior director with CBRE Hotels Valuation and Advisory Services group in Canada. She joined CBRE Hotels in 2015 with CBRE’s acquisition of PKF Consulting Canada, and brings knowledge and experience from her previous operational roles in the hotel industry to her expertise in hospitality-related valuation and consulting. O’Brien leads on engagements across the country and has a strong focus in Eastern Canada.

Nicole Nguyen is associate director, CBRE Hotels Valuations & Advisory Group, Canada. She also came to CBRE when it acquired PKF Consulting Canada, and had five years prior experience with PKF.

Mont Tremblant Minilofts Eric Harari.

MONT TREMBLANT, Que. — They’re the antithesis of the type of lodging you traditionally found at Mont Tremblant, said Eric Harari in describing the Minilofts at Bel Air Resort, a complex he is developing in the Quebec ski area.

“It’s not rustic with old ducks and green things. My idea is to build a different type of lodging that is more appealing to today’s traveller,” he said.

Harari, who divides his time between Florida and Mont Tremblant, used to be in the vacation rental business, renting apartments and houses rather than hotels. His idea is to provide spacious units with kitchens — that’s what’s so popular about vacation rental properties.

The Minilofts are modern places made from environmentally friendly materials sourced from the area. Conservation is important, as is automation of systems.

They are small houses, with 12-foot ceilings and lots of windows. For example, a compact four-bedroom house would be 1,300 square feet. They’re affordable at an average cost of $235 per night.

One of the main purposes is communion of the inside with the landscape outside.

“The site is marvellous,” said Harari. “We have 500 acres with beautiful views.”

Harari analyzed what’s going on at Mont

Tremblant — what’s missing. He decided that he would build amenities including a clubhouse with a real gym, “not 350 square feet of space.” There’s a spa and a place to do yoga.

“The point is to have a healthy lifestyle, an active lifestyle, onsite without leaving the property. We have the lake, trails we are creating, and guests can come back to the health bar where we have salads.

“There’s a kid’s room, a place for teenagers, and small office pods of 50 square feet, where you can have a printer and computer and work.”

Harari, who hails from France, initially went to Mont Tremblant for a ski week and fell in love with the area. He bought his land in 1998 and decided to build the Miniloft complex in 2008.

It took some time to get approvals, do the required environmental assessment and create roads.

Once that was in place, in 2014, Harari tested the market with four little houses — and the response was amazing. “We saw the reviews and earned the respect of clients — and we knew it was a go.”

In addition to the four original Minilofts, there are now four more, plus the clubhouse and spa. The idea is to have six different types and sizes of Minilofts, constantly refining the designs as more are built.

The concept is very scaleable Harari was very involved in the design. “I worked with different architects, some in Miami. I would sit with the architect, get ideas, sit down for five or six hours, and start designing a house.

“It was like having a baby — I knew what kind of architecture I wanted. I wanted small construction — not too modern or too rustic.

The Cortina [Miniloft] model was the most out-of-the box. It took a lot of time.”

Harari studied business law in France, and earned his MBA in Finance from New York University (NYU). He worked for a while in France and then in 2000, got into the real estate and vacation rental business.

More Minilofts will be coming this fall, Harari said.

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May 2017 | 1 7

Turning local labour shortages into global opportunities

By Joe Baker It’s not uncommon to find ourselves in situations where we see a wicked problem sitting right in front of us. What seems to be less common is when the solution to that problem is right there too.

The tourism and food and beverage industry are facing a talent shortfall. As dean of a fairly large hospitality, tourism and culinary arts school in Ontario, I find myself in a position where I can see the problem and I can see the solution, but can’t do much about it other than share and hope others can act on my insight.

Tourism HR Canada has been studying the labour market for many years and supporting industry with recommendations and strategies to build a sustainable workforce that can yield positive economic growth for significant industries, such as Canada’s tourism sector, including the food and beverage industry. Both Tourism HR Canada and the food and beverage industry are reporting significant labour shortages that are dampening growth in these huge sectors of our economy.

Tourism HR Canada reports that in 2014 there were 1.7 million jobs in the tourism industry in Canada, with an industry generating $187 billion and a projected labour shortage of 240,000 jobs. The food and beverage services industry was the largest employer among tourism businesses, accounting for 55 per cent of all tourism jobs.

Resident and non-resident students I generally see two types of students come through Centennial College’s doors: resident and non-resident students. Thousands of nonresident students come to Canada each year from around the world with hopes of finding career success in the hospitality, tourism and culinary arts industry through programs at Canadian colleges and universities.

This would seem like a natural fit — an in-

1 8 | Canadian Lodging News

dustry in need of a skilled labour force and a pool of newly educated graduates looking to launch meaningful careers in these industries.

So what’s the catch? I think there’s a gap in communication and a lack of shared knowledge that can help both sides.

When students come here from other countries to study, they apply for study permits through the Canadian government. They can apply for a post-graduation work permit for a period as long as the duration of their program of study, up to a maximum of three years.

Barriers to permanent residency But if they want to stay here permanently and work towards their permanent resident status, they have to go through a complicated immigration program full of nuance and uncertainty.

Good progress has been made recently to modernize this system through what is now known as express entry. They need sufficient language benchmarking and at least one year of full-time work experience in a skill type 0 or level A or B job.

Governed by national occupational classification codes, skill type 0 refers to management jobs like restaurant or hotel manager. Skill level A represents professional occupations, such as a doctor or architect. Skill level B jobs are technical or skilled trades, such as bakers or cooks.

See a problem here? Most jobs in the hospitality and tourism industry are classified as skill level C or D jobs and do not help connect our non-resident graduates with opportunities for immigration.

Why? Mainly because the Canadian government doesn’t see entry level hospitality and tourism jobs as technical or skilled despite mounting evidence we are in a “skilled” labour shortage. And despite the onslaught on industry groups working to build campaigns highlighting the virtues of careers in this significant industry.

If a graduate is lucky enough to land a su-

pervisory or management position upon graduation, they can use this experience as part of their permanent resident application. But as you can imagine, not many graduates from two-year diploma programs or even four-year degree programs, for that matter, are finding opportunities as managers immediately upon graduation. So this is not particularly helpful for either non-resident grads looking to stay or industry partners looking to build their workforce.

Culinary grads in luck Graduates of culinary or baking programs are in luck. And these do not have to be Red Seal trades — grads from one-year certificates or two-year diplomas fall into this group. Landing positions such as cooks or bakers will help these graduates work towards permanent resident status and stay in Canada to build their lives and most significantly for our industry, grow their careers. Cooks in the restaurant sector and bakers in the commercial baking sector are some of the most in-demand positions. This probably explains the surge in Ontario colleges offering culinary and baking programs and the growth from non-resident applicants.

Unfortunately, many front line positions in the hospitality and tourism side of the industry do not meet this threshold. They are not considered technical jobs or skilled trades and experience in them will not help graduates with their permanent resident application process. Therefore these highly skilled non-resident grads may even be steering clear of these jobs after school, putting even more pressure on these employers to find and retain workers and creating a class of graduates who are looking for work outside their area of expertise.

How to solve the problem What can we all do to solve this wicked problem? If you are an industry organization in need of a sustainable source of cooks or bakers I suggest reaching out to your local college that

is producing highly skilled graduates every year and make a commitment. Offer to hire nonresident culinary and baking graduates in a fulltime capacity for the one-year post-graduation they need to process their permanent residence applications. And support them through the process. It’s complicated and if English is not their first language they may need your help and patient stewardship. They definitely need your advocacy and persistence. And they will become a stable sustainable labour pool from which you can grow your organization.

If you are in an industry such as hospitality, foodservice, hotels, tourism, conventions, attractions or any other sector that the Canadian government doesn’t see an acute need to support workforce development in through immigration, find your voice.

Reach out to your local advocacy organization such as Ontario Restaurant Hotel and Motel Association or Tourism Industry Association of Ontario. Ask them to lobby the policy makers in Immigration Refugee and Citizenship Canada (IRCC) to recognize the real and legitimate labour shortage facing this industry and the real potential that non-resident students have to bridge the skill gap. They are already here investing their time, effort and money just for the chance to join this industry and this country. In many cases they arrive here well educated and already with relevant experience.

And if all else fails, call me. I’ve got a school filled with people who are just looking for a chance to start their careers in one of the most dynamic industries in this country. All they need is your faith in them, your advocacy for careers in this industry and your courage to commit to them and see them through these complicated processes. Help them build their careers and their lives in this country. I promise you will be rewarded.

Joe Baker is Dean of the School of Hospitality, Tourism and Culinary Arts at Centennial College in Toronto.

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May 2017 | 1 9

Deerhurst revamps F&B and launches new amenities

By Don Douloff HUNTSVILLE, Ont. — It’s busy times at Deerhurst Resort as the Muskoka, Ont., cottage country property dramatically revamps its food and beverage operations and plans to add a swim dock and outdoor event space, along with an indoor children’s playground.

On the F&B side, the Deerhurst team, on Jan. 1, reopened Maple Pub & Patio for winter service (lunch only). Typically, Maple Pub had operated May to October, serving lunch and dinner, and this was the first winter, in five years, in which it had opened for business, said general manager Jesse Hamilton, who joined the resort in June, 2016.

Going forward, the pub will serve lunch and dinner mid-May to mid-October and will offer lunch only, November to April.

Also on Jan. 1, Compass Grill & Bar changed from serving lunch and dinner, to offering dinner only. The team refocused the menu, deleting casual items in favour of a higher-end food offering.

The changes at Maple Pub and Compass Grill have paid early dividends. “Guests like having more experiences,” said Hamilton, who added that the pub has “substantially captured lunch covers.”

Changes are also afoot at the property’s steakhouse, Steamers, which operates seasonally. On the May long weekend, the restaurant will rebrand as Antler, serving dinner. To cater to golfers playing the two neighbouring courses — Highlands, a championship track, and Lake-

side, a par 3/executive track — Steamers, at the beginning of golf season, began serving lunch.

The menu will remain unchanged even after Steamers rebrands, said Hamilton.

In the winter months, when the steakhouse is closed, Compass Grill answers guests’ need for higher-end food, said Hamilton. Plans call for Compass to test tapas items in summer, once Antler opens. The tapas menu will continue until Antler closes in autumn.

A fourth restaurant, Eclipse, which offers panoramic views of the wooded landscape surrounding the resort, is the only onsite eatery offering breakfast. Year-round, Eclipse serves buffet dinner Friday and Saturday nights, and in July and August, offers the buffet seven nights a week.

Restaurant renos in motion Renovations, to the tune of $150,000, are also in the works for the four restaurants, with the lion’s share of the refurbishments devoted to Antler, in the form of a new bar/lounge and new lighting. Noting that “50 per cent of Steamers’ guests are locals,” Hamilton said the renovation aims to “reinvigorate locals’ experience at the restaurant.” Plans also call for a summer renovation to Maple Pub’s patio.

Furthermore, retooling the property’s eateries “ensures that there are enough onsite experiences so that F&B becomes integral to guests’ experience and stay,” said Hamilton.

Opening June 15 is Sunset Bay Park & Swim Dock. Made possible by the reconfiguring of Lakeside golf course’s 18th hole, which doubled

the useable waterfront, the new amenity will feature a 60 ft. floating swim dock; beach volleyball court; inland sand beach; and 5,000-square-foot lawn ceremony site designed for weddings, but also suitable for outdoor events, dinners, cocktail receptions, etc.

Elsewhere, plans called for the launch, on April 26, of a children’s playground, located in a former squash court and designed like a Muskoka tree fort.

Designed to operate year round, the playground “gives families a breadth of experience

when the weather’s not good,” said Hamilton.

For its part, Skyline Investments, which bought the resort in 2011, has doubled its capital investment, for 2017, to the tune of $1.5 million, with the aim of generating new guests and improving the overall experience at the property, said Hamilton.

Part of that investment will go towards a soft renovation, to the 102 guestrooms in the Pavilion Building, which will “make the rooms feel like a Muskoka cottage.” The soft reno is expected to be completed July 1.

Resorts of Ontario looks forward to another 75 years

From left: Mark Downing with Maria and Doug Rolling,

By Don Douloff ORILLIA, Ont. — Resorts of Ontario celebrated its 75th anniversary at its annual spring conference by looking to the future with the theme, Reimagine, Reinvent, Reinvest, LET’S TALK. Held April 3-4 at Deerhurst Resort, in Orillia, Ont., the conference started with a bang.

That came courtesy of keynote speaker Roger Brooks, branding, marketing and product development expert, who provided a number of practical tips on how resorts can market themselves effectively (a couple of examples: invest in product first, then tip the scales to marketing; properties must find and define their niche by promoting the unique experiences they offer, in order to differentiate themselves in a crowded

2 0 | Canadian Lodging News

marketplace). Brooks also outlined the travel preferences of Millennials, Baby Boomers and Gen X and how resorts can cater to each segment.

Boomers, for example, control the lion’s share of travel spending and seek something unique and local when travelling. Furthermore, they will pay for quality. Gen X prefers active recreation (sports, spas, etc). In contrast, Millennials want immersive activities such as biking.

Key to today’s traveller is providing Internet that is not just free, but fast, said Brooks. He also outlined ways properties can motivate guests to book directly with them rather than third-party sites: offer to customize guests’ experiences (by catering to their preferences in pillows, food, bathroom amenities, etc.) while also providing a low-price guarantee. He advised properties to

commit almost half (45 per cent) of their annual marketing budgets to the digital space.

In another engaging session, John Ball, of Snow Valley Resort, extolled the virtues of dynamic room pricing as a way to manage and optimize revenues effectively. Capping off the day was the annual trade show and supplier-led roundtables.

Highlighting the President’s Dinner, hosted

by Kevin Forget, travel promotion officer at OTMPC, was the announcement of Dianne Hounsome as president-elect, succeeding Mark Downing, of Fern Resort, who has completed his two-year term. As is customary at the dinner, the outgoing president, with all due ceremony, passed the gavel to the president-elect.

Day Two saw an informative session, led

by Peter Coish, of Kuration, and Kate Monk, of Explorers’ Edge, on the necessity of marketing on Facebook. Coish stressed the need to post engaging content on a regular basis to strengthen the site. For her part, Monk stressed that Facebook offers an opportunity to engage with customers, and said the platform allows resort operators to market themselves directly to consumers.

Brenda Wood, executive director, Kawarthas Northumberland, outlined how the tourism zone made the shift to visitor experiences, introducing 22 new experiences in the past two years. Next step, she said, is to market those experiences globally through Ontario Tourism.

President-elect Dianne Hounsome with chairman Mark Downing.

Global Hospitality students partner with business MARKHAM, Ont. — McDonald’s is getting a taste of freshness from Seneca, thanks to a new hospitality business program at Markham Campus.

As part of Seneca’s new Global Hospitality Graduate Certificate program, which offers the Global Hospitality Operations Management (GOM) and the Global Hospitality Business Development (GBD) certificates, students are working in the multibillion-dollar hospitality industry with partners like McDonald’s.

“These students are well-educated with nontraditional thinking and fresh ideas. They also have a certain drive,” says Todd Finlayson of Finlayson Hospitality Partners Inc., which operates seven McDonald’s Restaurants in York Region.

For the past year, students like Siddharth Desai and Ishan Vaishnav have worked closely with Todd as business consultants to help implement “a restaurant experience of the future.”

The two also had the opportunity to visit McDonald’s head office in Toronto, where they met with senior executives and presented their ideas to engage and communicate with Todd’s 450 employees.

The ideas include the installation of a white board, where employees can share ideas anonymously, and the use of Kahoot, a free gamebased learning platform that can be used, for example, during orientation and training sessions for new employees. Both ideas have been implemented at McDonald’s.

“It’s really exciting for us to be helping them implement our own recommendations,” says

Ishan, who has a bachelor’s degree in hospitality management. “Because of this project, I’ve learned so much about problem-solving and working with a team and with a real client.”

Both international students from India, Ishan and Siddharth are part of the first cohort to have graduated from GOM and are now enrolled in GBD. The program has provided them the opportunity to take on integrated projects that simulate working as part of a consulting firm, with a professor acting as their mentor.

They have also undergone on-site field research as well as business management theory research to offer creative solutions and recommendations that address real-time and real-case business perplexities.

“This program allows us to integrate classroom learning in real business situations and prepare hospitality leaders of tomorrow,” says Angela Zigras, chair, School of Hospitality & Tourism. “It’s truly a unique and dynamic interdisciplinary business program like none other.”

As part of his research for the project, Siddharth, who has an MBA specializing in marketing, even got a part-time job working at one of Todd’s McDonald’s.

“I’m very impressed with the education and experience of this program at Seneca,” he says. “It has provided me with a more rounded knowledge and experience in this field.”

For the client companies, the program offers a team of students who provide novel directions for existing or future business management practices at no cost. As Todd notes, it’s also an opportunity to give back and assist with the de-

velopment of hospitality leaders of tomorrow.

“Hospitality is a huge part in transforming the guest experience. We learn as we go and we’ve seen a lot of growth in the students,” he says. “They’ve brought forward a range of creative and tactical solutions that are good and delivered against our goals. Head office was impressed.”

Hotel Partnerships Hotel companies have also expressed satisfaction with their partnerships under the Global Hospitality Graduate Certificate program.

“From the classroom to the boardroom fu-

ture industry leaders hit the ground running with Seneca’s hands on Global Hospitality Program, says Monique Dennison, director of sales at the Sheraton Parkway Toronto North.

“We are really excited to partner with the School of Hospitality and Tourism at Seneca College to help grow and nurture the future talent of our industry,” says Armond Abitol, general manager of the Holiday Inn Yorkdale.

“It is truly a win-win when the Grad Cert students that are working on a very strategic project with us.

“It adds value to our business, while we add to their learning experience.”

Global Hospitality Grad Cert students visit the Courtyard by Marriott Waterloo to learn about Hotel Operations as part of their experiential learning for the Industry Integrated Group Project. The group had a site tour of the property with the director of sales and marketing, and an open discussion with the general manager.

The students had a chance to spend one night at the hotel to have a better understanding of operations of an upscale Courtyard by Marriott.

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OPENINGS, SALES AND RENOS

GM Christophe Le Chatton in the Crystal Ballroom at the King Edward Hotel.

King Eddie unveils renovated Crystal Ballroom TORONTO — Almost 40 years after its closure, the Crystal Ballroom, in The Omni King Edward, reopened on April 19 following a $6.5 million renovation.

“This project centred around restoring a significant space in Toronto’s history, a space that played an integral part in bolstering its colourful social life,” said Christophe Le Chatton, general manager of The Omni King Edward Hotel, in a news release.

Similar to the newly renovated hotel property that underwent a $40 million transformation in 2015, the Crystal Ballroom’s restoration has been influenced by its original interior featuring old-world charm enhanced by modern style and luxury. The venue’s ornate mouldings, eight-metre high coffered ceilings and floor-toceiling windows remain central features in the ballroom.

Other amenities include a pre-function space, finished in mosaic tile, and a new permanent bar. The updated carpet recalls designs from the early 1920s, and surrounding chandeliers and wall sconces sport crystal elements.

The 5,000-square-foot ballroom accommodates 300 people.

Home to prestigious functions from the 1920s through the 1970s, the Crystal Ballroom opened in 1922 on the hotel’s 17th floor. The King Eddy opened in 1903.

Motel 6 in Kerrobert, Sask. features Phoenix design TORONTO — Realstar Hospitality announced March 30 the opening of a franchised Motel 6 in Kerrobert, Sask., about 65 km east of the Saskatchewan-Alberta border.

The conversion property updated its look to feature the Motel 6 Phoenix design and features 30 renovated guestrooms, free Wi-Fi access and micro-fridges. Kitchenette rooms are available upon request. Other onsite amenities include a restaurant, complimentary morning coffee in the lobby and a coin laundry facility.

Development for Motel 6 and Studio 6 in Canada is evolving via new construction and conversion opportunities.

“We’re excited with the substantial growth and progress taking place for both the Motel 6 and Studio 6 brands in Canada,” said Irwin Prince, president and COO, Realstar Hospital-

2 2 | Canadian Lodging News

The renovated lobby of the Magnolia Hotel features an impressive chandelier.

ity, in a release. “An additional five projects are currently being renovated across the county. All hotels are set to open by the end of 2017, adding 289 rooms to the portfolio.”

Recent openings include Studio 6 - Bruderheim, Alberta, a new-build property featuring 63 extended-stay suites, and Motel 6 - Fort Nelson, B.C., a conversion property that completed an overhaul to all 39 guestrooms and public spaces.

Victoria’s Magnolia Hotel & Spa unveils renovated lobby VICTORIA, BC — Magnolia Hotel & Spa unveiled on April 13 its newly renovated entrance and lobby.

Victoria-based designer Sandy Nygaard has created a classic yet contemporary space for guests. The design echoes elements of the palette used in the hotel’s recent guestroom refresh seen in accents throughout the lobby, from drapery to carpet and furnishings.

“The lobby is our living room,” said Magnolia Hotel & Spa’s general manager Bill Lewis, in a news release. “We want guests to feel at home here, whether reading by the fire, working on their laptops or sitting back to sip a tea or coffee.

This makeover will make it even more inviting.”

A focal point of the lobby’s new look is the carpet, which is based on a hand-drawn design

by Nygaard herself featuring magnolia flowers and lively greens, with touches of greys and taupe. New light fixtures provide a chic ambience for guests and the improved furniture placement creates a more open feel.

A new lobby feature is the coffee bar, open for self-service 24 hours a day.

In 2013 all of the 64-room hotel’s bedrooms were fully refurbished, and the hallways followed in 2016.

Travelodge opens in Sask. oil and gas country CALGARY — Travelodge Canada has opened a hotel in southwestern Saskatchewan, it was announced April 24.

Located on Highway 7 near Highway 21, the Travelodge Kindersley, Sask., is at the centre of the Saskatchewan oil and gas industry, with easy access to area attractions and restaurants.

The 91-room hotel offers free hot breakfast, Wi-Fi and parking. All guestrooms offer work space, coffee/tea maker, iron/ironing board

Double suite at Travelodge, Kindersley, Sask. and digital TV with HD channels. Pet-friendly and smoking rooms are available.

All Travelodge Canada locations participate in the Wyndham Rewards guest loyalty program, giving guests the ability to earn Wyndham Rewards points or Aeroplan points with every qualifying stay.

Hotel X Toronto announces culinary partnership Hotel X Toronto President Henry Kallan recently announced that Toronto entertainment and hospitality group byPeterandPauls.com will be operating two restaurants, all event catering, room service and the much-­anticipated Peregrine SkyBar at the 404 room Hotel X Toronto, opening in 2017 on the Exhibition Place grounds.

According to Kallan, byPeterandPauls.com was a natural fit for Hotel X Toronto.

“At the Library Collection, we are known first and foremost for personalized service to our guests. We found that same dedication to flawless execution in byPeterandPauls.com.

“This is an award winning Toronto based company with a stellar reputation and years of experience. Most importantly, they understood our desire to create innovative stand­alone restaurants that will give the people of Toronto a new culinary destination right on our waterfront.”

Peter Eliopoulos, CEO of byPeterandPauls.

com, is enthusiastic about the opportunity afforded by Hotel X Toronto.

“We are excited to introduce our guests to a variety of different dining options at the property.

“Maxx’s, our all­day dining room located on the south side of the building, will feature terraces with unobstructed views of the lake and an open concept kitchen.

“Petros 82 will be a Mediterranean restaurant featuring fresh seafood and natural ingredients. As a Canadian of Greek heritage, it will be a particular pleasure to bring fine Greek dining to this city.”

One of the most anticipated elements of the new hotel is the Peregrine SkyBar, destined to become a “must see” for visitors due to its outstanding 30th floor views of Lake Ontario and the cityscape of Toronto.

According to Eliopoulos “Peregrine SkyBar will have specialty cocktails created by our mixologist. The atmosphere will be vibrant, urban and lively – just like Toronto.”

Hotel X Toronto will also have over 26,000 square feet of meeting space, many of which have views over the water, making the hotel an ideal venue for private celebrations, weddings and meetings.

With over 35 years of experience in event management and numerous awards, including Meeting and Incentive Travel Magazine’s 2016 Best Caterer in Central Canada, byPeterandPauls.

OPENINGS, SALES AND RENOS New-build Days Inn opens in Airdrie, Alta.

TORONTO — Days Inn & Suites has opened in Airdrie, Alta., it was announced April 13.

The new-build property features 93 guestrooms and suites, each appointed with 43inch LED TVs, free Wi-Fi access, work desk, mini-refrigerator and microwave.

Onsite amenities include free Daybreak Café breakfast, fitness centre, business centre, indoor swimming pool and hot tub and guest laundry. The hotel is pet friendly, offers free parking and features over 840 square feet of meeting and event space for up to 75 people.

This launch follows recent openings of new-build Days Inn & Suites in Warman, Sask. and a conversion property launched in Lévis, Que. Currently, 110 locations operate Canada-wide.

Bisha Hotel releases upper level luxury suites TORONTO — As construction nears completion on Lifetime Developments and INK Entertainment’s Bisha Hotel and Residences, in Toronto’s Entertainment District, it was announced in early April. The upper level units of the 44-storey hotel condominium and tower will house luxury suites. Known as the Signature Collection, these suites will occupy levels 38 through 42 of the building, and will range in size from 944 square feet to 1,363 square feet.

Other amenities at Bisha will include a rooftop restaurant, bar and infinity pool, offering city views; a fitness centre available to hotel guests and residents; and a number of services, including pet walking and feeding, cleaning and housekeeping services, dry cleaning, room service and grocery delivery.

Preview of the rooftop bar at Toronto’s Broadview Hotel. Interior Design credit: DesignAgency. Rendering credit: Norm Li.

Exterior of the new-build Days Inn, Airdrie, Alta.

and the first operational BW Premier Collection property in Asia.

The hotel will still be available for booking via all of Best Western’s distribution channels, and members of Best Western Rewards, the company’s loyalty program, will continue to earn points on their stays. In fact, the only changes guests will notice are new branding and enhanced service.

“This hotel has always been one of our most highly-rated properties in Japan, and we are delighted that it has now become Asia’s first operational BW Premier Collection hotel,” said Olivier Berrivin, Best Western’s managing director of international operations – Asia, in a news release.

Located in the city’s downtown, BW Premier Collection Hotel Nagasaki features 181 guestrooms and suites and amenities such as a wedding chapel; spa; and F&B outlets that include interna-

tional, Japanese and American restaurants, a bar and coffee shop.

Officially launched in 2014, BW Premier Collection is a selection of independent upscale hotels in 59 locations around the world, including San Francisco, New York, New Orleans, Vancouver, Paris, Rome, Stockholm, Edinburgh and Liverpool.

Best Western also recently announced the signing of a brand new BW Premier Collection in the Thai beach resort of Pattaya.

Choice adds five hotels in Q1 TORONTO — Franchisor Choice Hotels Canada opened five hotels during the first quarter of 2016, increasing the total number of properties in the system to 327, it was announced April 17.

“In 2016, was saw tremendous growth at

Choice Hotels Canada and we continue this trend in 2017 with the further expansion of our brands coast to coast,” said Brian Leon, managing director, Choice Hotels Canada, in a release.

First quarter Choice Hotels Canada openings include • Comfort Inn & Suites, Merritt, B.C. (44room new build); • Quality Inn & Suites, Westlock, Alta. (60room conversion); • Quality Inn & Conference Centre, Midland, Ont. (121-room conversion); • Clarion Hotel & Suites, Brandon, Man. (156-room conversion); • Clarion Hotel & Conference Centre, Sherwood Park, Alta. (258-room conversion). In the second quarter of 2017, the company expects to open six hotels.

Sneak peek at Broadview Hotel’s public spaces TORONTO – As the Broadview Hotel, in east-end Toronto, prepares for a June opening, the property gave a sneak peak, in late April, to its dining and event spaces.

Highlights of the property include a second-floor Lincoln Hall and Terrace event venue, which hosts seated dinners of up to 150 guests and cocktail events for 240. The space covers 3,000 square feet indoors, plus 1,000 square feet on the terrace.

On the seventh floor, there’s a 100-seat, 3,600-square-feet rooftop bar and terrace outfitted with glass walls and pyramidal skylight, offering views of the Toronto skyline, Don Valley and neighbourhood.

At the building’s east end, in the tower, there’s the 440-square-foot private dining room featuring a vaulted ceiling, wood tones and original interior brickwork.

As one of Canada’s largest hotel franchisors, we really know how to franchise well.

Providing Canadian based support and service for your hotel, we help increase your bottom line. Let’s talk about how Travelodge can help grow your business!

Best Western debuts upscale brand in Japan NAGASAKI — Best Western Hotels & Resorts’ newest upscale brand, BW Premier Collection has launched in Japan, it was announced April 5.

On March 15, the former Best Western Premier Hotel Nagasaki re-launched as the BW Premier Collection Hotel Nagasaki, making it the brand’s first location in Japan

OVER

95

LOCATIONS

ACROSS CANADA

TRAVELODGE CANADA FRANCHISE DEVELOPMENT

1.800.646.2435 franchisesales@travelodge.ca travelodge.ca/franchisesales

May 2017 | 2 3

PROVINCIAL NEWS Coast Hotels Golf Classic: Texas Scramble format VANCOUVER — The 15th Annual Coast Hotels Shuhachi Naito Golf Classic will be held July 6 at Tsawwassen Springs, in Delta, B.C. Fees are $600 for solo golfers; $575 each, for twosomes; $550 each, for threesomes; and $500 each, for foursomes.

Registration includes 18 holes of golf; Maui Jim sunglasses (retail value $200-plus); shared golf cart; complimentary range balls prior to tee-off; burger stand tailgate lunch; Tsawwassen Par Three dinner buffet; networking opportunities; foursome prizes; business card draw prizes; all taxes and gratuities.

The event launches with a shotgun start at noon and will follow a Texas Scramble format.

Those unable to attend the day’s festivities can buy a dinner-only ticket, a limited number of which are available for $200.

For information, contact Mark Hope at 604 642-4104 or m.hope@coasthotels.com

Guest Gold Awards: 1. Montreal – 13 hotels; 2.

Quebec City – 11 hotels; 3. Toronto – 8 hotels; 4. Vancouver – 8 hotels; Whistler B.C. – 4 hotels Hotels.com has over 25 million trusted, genuine guest reviews on its website and is seeing a shift in reviews becoming a more powerful influence than official star ratings, especially as these can be read instantly on travellers’ smartphones on the go.

Murphy Hospitality partners with CMHA to benefit youth

Change guru to headline SHHA Convention in May

Montreal, Quebec, Toronto boast best Canadian hotels TORONTO — Eighty-six hotels in Canada have been revealed as the country’s ultimate hotel hotspots, according to the Hotels.com Loved

by Guests Awards 2017, where the hotel guests are the real judges, it was announced April 3.

Although Montreal, Quebec City and Toronto topped the list of award-winning cities in Canada, travellers can check into prize-winning properties in more than 39 towns and cities across the country.

A strong French connection earned Quebec the top spot for most award-winning hotels in Canada, with 27 total guest favourite accommodations across the province.

Top 5 Cities in Canada winning Loved by

“Mental health is something we are becoming more and more mindful of in our industry.

With most of our team being between the ages of 15-25, we feel it is very important to generate awareness and raise funds for this important cause.”

Activities included Moksha Yoga Charlottetown guiding participants through postures and breathing exercises. The event also saw PEI’s first ever Beer Fun Run, where runners wove through the Confederation Trail and finished at the PEI Brewing Company. In the evening, Upstreet Craft Brewing and PEI Brewing Company faced off in a lip sync battle, after which more than 20 PEI musicians performed a show lasting until midnight.

CHARLOTTETOWN, PEI — Murphy Hospitality Group is partnered with the Canadian Mental Health Association, PEI Division, for an April 22 event, Self <3 Saturday, that featured activities whose proceeds will benefit CMHA youth programs in PEI such as suicide prevention, addiction services, and self-help groups.

“We are excited to be partnering with the Canadian Mental Health Association for this event to provide Islanders with an opportunity to relax and enjoy a fun, carefree day,” said MHG chief operating officer Ben Murphy in a release.

REGINA — Motivational speaker Dr. Mark DeVolder will be the keynote speaker at The Saskatchewan Hotel & Hospitality Association’s (SHHA) Convention & Trade Show, being held May 30-31 at the Delta Hotel Regina.

DeVolder is known for high-energy, contentrich and humour-filled presentations that teach people how to be bold, flexible and innovative in the face of constant change.

Other items on the two-day event’s agenda include an awards luncheon, informative ses-

sions and the delegate dinner.

The hotel, bar & restaurant trade show will take place on May 31, from noon to 5 pm. This year, the trade show will include 108 booths highlighting 45 beer, wine and liquor distributors, along with other exhibitors that supply goods and services to the hospitality industry.

SLGA liquor supply chain review REGINA — In 2016 the Saskatchewan Liquor & Gaming Authority (SLGA) implemented a number of changes to the liquor retailing system. With those changes now in effect, SLGA plans to review its liquor supply chain, it was announced April 17. They recently conducted feedback sessions in Regina and Saskatoon.

SLGA is focusing on 6 subject areas: • Core Product Assortment – Products available on the same day as order; • Special Orders – Products that are sourced from outside of the province specifically for the retailer; • Marketing – Wholesale price promotions and limited time offers; • How RSPs place their orders; • Distribution Centre Services – delivery, claims; • Payment/Billing – invoice, timing, payment options.

HITEC Toronto June 26-29 TORONTO — HITEC Toronto will showcase the latest and newest hospitality technology over four days, June 26-29, at the Metro Toronto Convention Centre.

The second, and largest, of three hospitality technology expositions and conferences planned for 2017, HITEC Toronto will feature Tech Talks, technology showcases, education sessions, a closing keynote and a full slate of exhibitors.

For information, contact Hospitality Financial and Technology Professionals at attendee@ hftp.org or 1-800-646-4387.

TECHNOLOGY Apple TV launches hotel content system LONDON, UK — A new technology joint venture is set to disrupt the hotel industry’s obsolete television systems, enabling guests to access their own content, favorite TV channels and movies through Apple TV. Announced March 23, the content system is the result of the partnership between mobile hospitality pioneers Go Find It and a leader in hotel Apple TV systems, RoomNet TV. The system features traditional live TV plus personalized on-demand content and a seamless guest journey while delivering substantial cost savings to the hotel.

Features include access to Netflix, iTunes, HBO and preferred news providers, and a bespoke app displaying the hotel features and destination-specific content, allowing the hotel to display and upsell its assets and facilitate check-in, check-out and ordering of hotel services.

The new Apple TV app will not only support iOS on TVApple’s TVOS, it will also be available on all mobile devices.

Maestro app personalizes engagement MARKHAM, Ont. – Maestro PMS introduced on March 22 an integrated mobile app that lets

2 4 | Canadian Lodging News

room attendants update the room’s status in the Maestro Front Office hotel management software from their handheld device.

Maestro’s new Housekeeping App runs on any mobile device, including iPhone, Android, Windows Handheld and tablets. For maximum flexibility, the app can be used with hotel-provided handhelds or with a housekeeper’s own device.

The app manages PMS updates such as ‘attendant in room,’ vacant/occupied, clean/dirty, or property configurable room statuses. The Housekeeping App relies on the property’s wireless network without dependence on an Internet connection.

Maestro PMS delivers revenue-generating tools and services that increase profitability, drive direct bookings, centralize operations, and provide personalized service to keep guests coming back.

Mobile Angels’ real-time ski adventure game VILNIUS, Lithuania — Software development company Mobile Angels has released a new version of SKADI — a free app that creates a personalized itinerary of a ski resort — with gaming functionality, it was announced in March.

SKADI Ski Trophy is an interactive real-

time augmented reality game for skiers currently available at 30 top ski resorts in the Alps. The goal is to collect as many points as possible using strategy, help from SKADI ski-guide and skiing skills. The game uses its advanced algorithm technology to adapt difficulty to specific skiing levels, so it can be played by everyone, with the same level of engagement.

Crave Directory combines mini-tablet with software LONDON, U.K. — Crave Directory in early April introduced a new product that combines the 8-inch Crave T-Mini tablet with a reduced version of the Crave guest service software plat-

form to provide a low-cost means for any hotel to take their services digital.

Crave Directory’s standard features include digital menus, directory, concierge, TV controls, bedside alarm, news, weather, restaurant bookings and guest messaging. The platform includes integrated TV controls via the tablet through its in-built infrared capabilities, supported by all modern TVs. Accompanied by a docking station outfitted with two USB charging ports, Crave Directory is delivered pre-configured and ready to use. The platform is designed to use standalone, with no complex integrations required, so hotel staff can update content easily in real-time.

PEOPLE

Erin O’Brien, senior director, CBRE Hotels Canada.

Tatiana Spiridonova, national sales manager, Travelodge.

Erin O’Brien, is now a senior director with CBRE Hotels Valuation and Advisory Services group in Canada. She is responsible for overseeing hospitality related valuation assignments across the country. With over 15 years of experience in valuation and advisory services, O’Brien has appraised numerous assets in downtown, suburban, resort and rural markets throughout Canada.

Project assignments have included market/feasibility studies, appraisals, portfolio valuation, asset evaluation, asset strategy, and acquisition due diligence.

Cushman & Wakefield has bolstered its hotel valuation team with the additions of Brian Flood, Cindy Schoenauer and Vanessa Boland, it was announced April 13.

Based in Toronto, Flood, named vice-president, practice leader, hospitality and gaming, has partnered with Charles Suddaby to lead the hospitality valuation business for Canada. He brings 35 years of commercial real estate experience and has specialized

Brian Flood, VP and practice leader, Cushman & Wakefield.

Cindy Schoenauer, VP, Cushman & Wakefield.

Vanessa Boland, consultant, Cushman & Wakefield.

Rabih Hyar, executive chef, Delta Edmonton South.

Alana Baker, director of government relations, HAC.

Greg Hartmann, SVP, Luxury/ Lifestyle/Resort/Corp., Hilton.

Diane Hounsome, presidentelect, Resorts of Ontario.

Mark Downing, chair, Resorts of Ontario.

nary team at Delta Hotels Edmonton South Conference Centre as executive chef, it was announced in early April. Hyar has held positions at the Fairmont hotel, in Dubai, and Fairmont Chateau Lake Louise, in Alberta, where he oversaw the hotel’s Poppy Brasserie and Walliser Stube restaurants. He also led the opening team at Chop Steakhouse Edmonton Downtown, where he managed 30 staff.

pointed senior vice-president, luxury lifestyle, resort and corporate development, it was announced April 4. Hartmann previously served as a managing director for Jones Lang LaSalle’s Hotels & Hospitality Group.

travel, and Nicki Coles to the position of regional sales manager, Western, Central & Northern Ontario, for Travelodge Canada.

Spiridonova graduated from the Moscow State University of Management, majoring in Hospitality & Tourism. She worked at the Moscow Renaissance by Marriott for five years before moving to Canada, where she has worked at the Holiday Inn & Conference Centre in Brampton, Ont., as well as the new Holiday Inn Express, in Richmond Hill, Ont. More recently, she was director of sales with Hilton, in the Greater Toronto Area.

Coles has worked at the property level for the past seven years at Choice Hotels, IHG and Best Western, starting at the front desk as a guest services representative/supervisor and moving into sales, marketing and operations roles. Coles will oversee the Ontario market, with a focus on the corporate and association market segment.

Both Spiridonova and Coles will be based in Ontario.

Nicki Coles, regional sales manager, Travelodge. in the valuation of hospitality assets for 30 years. Prior to joining Cushman and Wakefield, Flood was a senior managing partner for CBRE Hotels, and before that, was national managing director for Colliers International Realty Advisors.

Based in Vancouver, Schoenauer has been appointed vice-president, hospitality and gaming. She brings 15 years of industry experience and has specialized in the valuation of hospitality assets in downtown, suburban, resort and rural markets throughout Western Canada. Prior to joining Cushman and Wakefield, she was a director for CBRE Hotels.

Toronto-based Boland has been appointed a consultant with the hospitality and gaming group. In her role, she assists with the research and analysis of market and feasibility studies and appraisals for hotel properties. Prior to joining Cushman & Wakefield, Boland worked with Flood as an analyst with the CBRE Hotels group.

Rabih Hyar has joined the culi-

The Hotel Association of Canada (HAC) has appointed Alana Baker director of government relations, it was announced April 25. A seasoned government relations, public relations and communications professional, Baker joins the HAC with over 10 years of advocacy experience. She joins the HAC from Impact Public Affairs, where she had served as director of public affairs since 2008.

“Alana’s wealth of experience and knowledge will make her a key addition to the association,” said HAC president Susie Grynol in a release. “Her appointment signals our renewed focus on advocacy as a top priority for this industry and we are delighted to have her on board.”

Hilton has made two senior executive appointments. Jonathan Witter has been named chief customer officer, it was announced March 24.

Witter will oversee global brands, marketing, loyalty and partnerships, IT and strategy in the newly-created position. Previously, he was president of retail and direct banking at Capital One. Greg Hartmann has been ap-

Following its recent spring conference, Resorts of Ontario announced, on April 11, its 2017-2018 board of directors. The executive board consists of chair Mark Downing, Fern Resort; president-elect Dianne Hounsome, Bayview Wildwood Resort; vice-president Richard R. Reid, White Oaks Resort & Spa; treasurer Jerry Feltis, Rocky Crest Resort; and secretary Heather Ford, Green Acres Inn. On the directorate side, there’s John Langford, Algonquin Log Cabin & Cottages; Gord Bell, Beauview Cottage Resort; Jo-anne Snyder, Beachwood Resort; Leslie Nunes, Clearview Cottage Resort; Shannon Smith, Hockley Valley Resort; Eric Miglin, Killarney Lodge; Ryan Cole, Sir Sam’s Inn & Waterspa; and Felipe Gomes, of Windermere House.

Representing the Federation of Ontario Bed & Breakfast Accommodation (FOBBA) is Doug Frost, Forks in the Trail Bed & Breakfast.

Doug Rolling, Abell Pest Control, is chair of the supplier division, and Jason R. Traviss, of the Commodities Group, is incoming president.

Superior Lodging announced on April 10 the appointment of Tatyana Spiridonova to the position of national sales manager, tour and

W Hotels Worldwide has appointed Joan Smalls, a supermodel, TV host and philanthropist, as the lifestyle brand’s first-ever global fashion innovator, a newly created position, it was announced April 10.

In this role, Smalls will help create, shape and innovate W’s global fashion platform around the world.

From special appearances and collaborations to exclusive in-room and digital content, Smalls will add her signature style and taste to the W Hotel guest experience.

May 2017 | 2 5

D E S I G N F E AT U R E

Trump Vancouver an “iconic landmark”

Mott 32 restaurant at Trump Vancouver.

Trump Vancouver king suite.

By Don Douloff VANCOUVER — The design of the $360 million Trump International Hotel & Tower Vancouver had an ambitious agenda: to “create an iconic landmark that resonates with Vancouver as an international gateway city,” according to the hotel’s general manager, Philipp Posch.

Typical of the brand, the design would be unique to the Vancouver property rather than a cookie-cutter look replicating a Trump hotel elsewhere.

The resulting design is contemporary, with a West Coast feel and a timeless quality, says Posch. “In the future, the design will still be trend-setting.”

Spearheading the interior design were Box Interiors, Burdifilek and MCM Interiors.

Situated on West Georgia Street, in the Coal Harbour neighbourhood, the

May 30-31: Saskatchewan Hotel & Hospitality Assn. Convention & Trade Show, Regina. Delta Regina. Contact: Warren Nerby. Tel.: 306-522-1664, ext.

2. Fax: 306-525-1944. E-mail: Wnerby@ sasktel.net. Website: shha.co June 7: Boutique Hotel Investment Conference, The Times Center, New York City. E-mail: info@blla.org. Website: blla.org June 26-29: HITEC Toronto, Metro Toronto Convention Centre. Contact: Frank Garza. Telephone: 512-220-4034.

2 6 | Canadian Lodging News

69-storey building features a twisting tower design by architect Arthur Erickson that maximizes floor-to-ceiling windows in every guestroom. The hotel occupies the first 21 floors, with 214 condo residences, beginning on the 23rd floor, occupying the remainder.

The hotel’s 147 guestrooms, which range from 343 square feet to 1,500 square feet, embody an intimate, residential-like ambience with “a strong West Coast feel,” says Posch.

In guestrooms, a lighter, contemporary palette and an “elegant, hip” look reigns: hardwood floors in brown/grey hues; Eucalyptus-style woodwork on walls. Bathrooms feature upscale appointments such as Nublado Italian marble; Toto granite sinks; oversized mirrors; and handmade Victoria + Albert freestanding soaker tubs (each bathroom offers a shower in addition to the tub).

Public spaces show similar upscale flair.

The lobby, for example, sports an “elegant, cool vibe,” says Posch, and was designed with a more cutting-edge look highlighted by polished black granite mottled with blue accents. There’s a fireplace, and multiple seating areas outfitted with, for example, leather chairs and sofas.

Meeting and event spaces echo the hotel’s design esthetic with walls of leather paneling and Eucalyptus wood decor.

Each space features glass walls and doors that usher in plenty of natural light. The 5,500-square-foot Grand Ballroom’s ceiling is composed of sprawling Eucalyptus wood arms extending over a glass ceiling.

Careful attention was also lavished on the food and beverage outlets. Located on the upper lobby level, Mott 32, a 148-seat, 6,300-square-foot restaurant dishing up elevated Chinese fare, features a look (courtesy of designer Joyce Wang) that Posch characterizes as “old meets new; Hong Kong meets New York,” punctuated by such visual accents as chairs of cast iron and wicker; vintage opium pipes; and a 1920s phonograph.

Seating 100 people, the Trump Champagne Lounge, also on the upper lobby level, follows a modern and sophisticated design esthetic realized via a 38-ft. granitetopped bar (seating 20), a 40-ft. ceiling, upscale residential-style furniture and tastefully curated artwork.

But the hotel’s most distinctive space is a 7,750-square-foot area, on the second and third floors, that’s home to an outpost of Las Vegas-based nightlife brand Drai’s.

A pool/Jacuzzi area designated for guest use between 6:30am and 7pm daily, the space, in the evenings beginning at about 8pm, converts to Drai’s Vancouver lounge/ nightclub.

To facilitate the nightly conversion, the pool floor rises hydraulically to become the dance floor (the water collects beneath the raised floor). Adding pizzazz to the Drai’s nightclub experience is a DJ spinning the latest dance tunes; an up-to-the-minute lighting and sound system; two bars; a terrace; and a full drink selection and smallplates menu. Drai’s seats 378, including 96 on the outdoor space.

COMING EVENTS E-mail: frank.garza@hftp.org. Website: hftp.org/hitec August 9-11: Hotel Data Conference, The Omni Nashville Hotel, Nashville, Tenn. Telephone: 615-824-8664.

E-mail: hdc@str.com. Website: hoteldataconference.com Oct. 23-25: Shared Ownership Investment Conference, Eden Roc Resort, Miami Beach. Information: 877-7001153 / 305-668-3495. E-mail: information@sharedownershipinvestment.com.

Fax: 305-668-3413. Website: sharedown-

ershipinvestment.com.

Oct. 30 - Nov. 2: The Lodging Conference, The Arizona Biltmore Resort and Spa, Phoenix, AZ. Contact: Brent Tinter. E-mail: info@lodgingconference. com. Website: lodgingconference.com November 21-22: Western Canadian Lodging Conference, Fairmont Waterfront, Vancouver. Contact: Vicki Welstead. Tel.: 416-924-2002, ext. 233.

Email: vickiwelstead@bigpictureconferences.ca. Website: bigpictureconferences.ca

TOP 10 LIST Top 10 things to see and do at HITEC Toronto, June 26-29 1. Booth 2601: Now Available for Download: HeBStrategy Q2 2017 Hotel Marketing, Technology, and Trends Whitepaper. The HeBStrategy Q2 edition assesses the climate of the hospitality industry, explores creative approaches to brand loyalty and guest recognition programs and highlights key findings hoteliers should be mindful of in auditing their hotel digital marketing strategies.

2. Booth 1212: Scandic Hotels introduces ideas G3 RMS across its estate of European hotels.

Nordic’s largest hotel group will use powerful futurecasting tools and SAS Analytics in its estate of more than 200 hotels.

3. Booth 1201: Infor Hospitality Announces New Integration with CeloPay. New collaboration to offer more secure payment processing options for the hospitality industry.

4. The Mobile Journey: A New Perspective on Mobile Hospitality. Do your homework and read this article by Mike Murray before the show. The premise is that it has been ten years, and it’s time we adopt a new perspective on mobile hospitality — seeing it as a journey and a process.

5. Booth 1101: Edmonton’s Fairmont Hotel Macdonald preserves Classic Style While Enhancing Security. The iconic hotel has done this by installing ASSA ABLOY Hospitality’s innovative locking solutions.

This luxurious Canadian hotel has increased security and efficiency with VingCard Classic RFID locks.

6. Booth 309: Move Over Information Age – This is the Age of Experience. Combine digital with experiential to keep up with the “new guest” and their everevolving expectations, says Jos Schaap, founder and CEO of StayNTouch.

7. Booth 2435. Kube Systems Creates Frictionless Shopping Experience for Hoteliers with New Website. With hoteliers flocking to KubeSystems.com, the manufacturer of multi-device charging solutions with portability, streaming audio playback and time keeping, the redesigned site is making it easier for hoteliers to select the right solution for their property.

8. Read about ADA Conformity: It’s more than just lawsuits. Milestone, a leading provider of digital marketing software and services for hospitality, discusses ways to make your website ADA conforming.

9. Learn about how HFTP Administers Updated CHAE (Certified Hospitality Account Executive) Exam for Hospitality Professionals. HFTP certificants have reported higher salaries and various career advancement opportunities.

10. Newest gaming and entertainment destination ilani is set to open using InvoTech’s Uniform Management System. The InvoTech uniform system reduces labour expenses, and automates tracking for a staff of 1,000 at Washington’s newest entertainment and gaming destination.

For more information on HITEC Toronto go to www.hftp.org/hitec/toronto/hitec_bytes/

IT’S NOT JUST A NEW HOTEL BRAND.

IT’S A GAME CHANGER.

An innovative midscale hotel brand, Tru by Hilton, is storming the market.

Development momentum is strong and enthusiasm contagious as we open the doors to our first properties.

Thanks to owner and customer input and insights, every detail is crafted for operational simplicity. Rooms, lobby and amenities allow guests to connect in never-before-seen ways.

TRU IS ALREADY A WINNER: • Boutique Design 2016 Gold Key Awards, Winner, Judges’ “So Cool” Award • Fast Company’s 2016 Innovation by Design, Finalist, Branded Environment • The Stevie Awards 2016, Bronze, Best New Product or Service of the Year, Consumer Services

Be a part of the momentum.

Become a partner at trubyhilton.com Colleen O’Shea, Sr Manager U.S. East + Canada 703-883-6883 Colleen.OShea@Hilton.com Matt Clark, Sr Manager U.S. West 901-374-5317 Matthew.Clark@Hilton.com