Americans Are Moving to Russia on an ‘Anti-Woke’ Visa
Americans Are Moving to Russia on an ‘Anti-Woke’ Visa
https://www.fodors.com/news/news/americans-seek-russias-shared-values-visa-amid-ideological-rift
(c) Megalomaniac | Dreamstime.com
Some Americans who reject neoliberal values are relocating to Russia under its Shared Values Visa, drawn by traditional morals and a path to citizenship despite challenges and warnings.
A handful of Americans are taking a drastic step: moving to Russia to live in a more conservative setting. The country has become attractive to those who subscribe to traditional gender roles and reject equal rights for the LGBTQ+ community.
In 2024, Russian President Vladimir Putin signed a decree introducing the Shared Values Visa to “provide humanitarian support to people who share traditional Russian spiritual and moral values.” Citizens from 47 countries with neoliberal values—including the E.U., the U.S., the U.K., Australia, and Japan—can apply for this “anti-woke” visa. They do not need to learn the language or pass a test; they receive a three-year temporary residence permit, which can lead to citizenship after five years.
According to Russia’s Interior Ministry, 1,156 people applied for the visa within nine months of the decree’s signing; 99 Americans are among the applicants. Russia’s Interior Ministry Major General Irina Volk said, “The desire to move to Russia for permanent residence arose against the background of the abolition of traditional moral and family values in American society, as well as the low level of education.”
Why key money is a strategic solution for delayed hotel property improvement plans
https://hotelsmag.com/news/why-key-money-can-be-a-strategic-solution-for-delayed-hotel-property-improvement-plans
In the hospitality industry, delayed Property Improvement Plans (PIPs) have become a growing challenge for hotel owners. Rising interest rates, supply chain disruptions and financial constraints have forced many properties to defer these essential upgrades, leaving owners searching for creative solutions to keep their properties competitive.
Previously, we discussed why addressing delayed PIPs is critical to maintaining brand standards and guest satisfaction. In this article, we explore the rising trend of key money as a tool to manage PIP challenges, and we review how switching brands using key money can be an option worth assessing —if it suits an owner’s unique circumstances.
The rise of key money
Key money, a financial incentive offered by hotel brands to secure franchise or management agreements, is gaining traction as a solution for hotel owners grappling with PIP delays. Typically representing no more than approximately 5% of the total deal cost, key money provides upfront capital that owners can use to fund renovations and improvements.
To remain competitive in today’s crowded hospitality market, many brands are leveraging financial participation like this one to attract properties that are overdue on implementing PIPs or need operational repositioning. These contributions are particularly pronounced in the full-service and luxury segments, where brand competition is fiercest. In many cases, key money not only accelerates much-needed renovations but also helps offset rising costs driven by inflation and interest-rate hikes.
Key money provides immediate capital that can be used to address delayed renovations or reduce the overall debt or equity burden for a project. By structuring this investment as an advance that amortizes over the life of the franchise or management agreement, brands and owners find a mutually beneficial way to move projects forward. The heightened competition for conversions in the market has also led to the strategic use of key money to retain properties nearing the end of their contracts, ensuring they have an option to remain within the brand’s portfolio.
How it works
For hotel owners with overdue PIPs, switching brands with the help of key money is an option worth considering. Here’s how the process typically unfolds:
*-Negotiating key money with a new brand: The owner approaches a new brand that offers key money to fund the PIP requirements. In exchange, the owner agrees to transition the property to the new brand’s portfolio.
*-Exiting the current agreement: To rebrand, the owner must terminate their existing franchise or management agreement. This often involves exit costs, such as liquidated damages or repayment of any previous key money received.
*-Meeting the new brand’s PIP requirements: While the new brand’s key money might cover the overdue PIPs, additional upgrades may be required to align with the new brand’s standards, potentially increasing costs.
*-Rebranding and operational transition: The property undergoes a rebranding process, which may temporarily disrupt operations but can also be an opportunity to reposition the property for better long-term performance.
When does switching make sense?
While the decision to switch brands and accept key money depends on individual circumstances, it may be worth exploring when the following conditions apply:
*-Current brand relationship is unsustainable: If the existing brand agreement is no longer viable due to unresolved PIPs, underperformance, a deteriorated relationship or a lack of support from the franchisor, switching might be the best path forward.
*-Financial viability: If the new brand’s key money and agreement terms have the potential to outweigh the costs of exiting the current agreement and completing the necessary PIPs, it may justify further consideration.
*-Better market positioning: If the new brand aligns more closely with the property’s market and guest demographics, the rebranding could drive long-term growth and profitability.
*-Access to additional resources: Some brands offering key money also provide marketing, operational and loyalty program support, which can enhance the property’s long‑term performance.
Considerations and risks
Switching brands and leveraging key money is a nuanced decision that warrants thorough review. Owners should carefully evaluate the following:
*-Exit costs: Terminating an existing agreement can be costly, especially if it involves repayment of prior key money or penalties. These costs can impact on the financial benefits of making a switch.
*-Alignment of standards: The new brand’s PIP requirements may differ significantly from the original brand’s standards. Owners must ensure the total cost of compliance is manageable.
*-Long-term commitments: Key money agreements often come with extended contract terms and specific performance criteria, potentially limiting the owner’s ability to adapt to future market conditions or pursue other opportunities. These long‑term obligations should be weighed against the owner’s overall strategic and financial objectives.
*-Operational disruption: Rebranding can lead to temporary revenue loss during the transition period. Additionally, loyal guests of the previous brand may need to be re‑engaged, which can affect short‑term performance.
*-Reputation and relationships: Switching brands over key money might make it harder to negotiate clean exits or enter new agreements elsewhere. This is especially relevant in a closely interconnected industry like hospitality, where reputation and long-term relationships with brand operators matter significantly.
Key money is increasingly serving as a strategic tool for addressing delayed PIPs and repositioning properties in a competitive market. While this approach can present valuable opportunities, it is not a one‑size‑fits‑all solution. Hotel owners must weigh the immediate benefits of key money against the long‑term implications of switching brands —including costs, commitments and operational impacts.
For hotel owners and operators navigating the dual challenges of overdue PIPs and rising costs, rebranding with the help of key money is an option worth exploring carefully. A well‑executed transition can unlock new opportunities and set the stage for future success, provided it is aligned with the owner’s long‑term objectives and overall strategic vision.
This perspective piece was written by Charvi Gupta, senior director at Getzler Henrich & Associates, a middle-market corporate restructuring and operations improvement firm.
How Integrated Hotel Technology Complements Distribution Strategies
The next era of hospitality technology
https://insights.shijigroup.com/how-integrated-hotel-technology-complements-distribution-strategies/
Travelers today are demanding more from their hotel experiences. The way they search, book, and stay is shaped by digital touchpoints, and technology is at the heart of every interaction. According to the Amadeus Travel Dreams Report 2024, which surveyed 6,000 travelers across six markets, guests are increasingly looking for personalization, convenience, and innovation at every stage of their journey.
The changing hospitality technology landscape
The Amadeus study makes clear that traveler behavior is evolving rapidly. Seventy percent of travelers said they would like to take a virtual tour of a destination before booking, with demand rising to 86% in India and 85% in China. This shows how immersive digital tools are moving from novelty to expectation.
These changes reveal how digital-first, visually engaging content now drives decision-making. Hotels must meet guests where they are inspired, but that is only the first step. Without connected systems, the expectations set during inspiration and booking cannot be fulfilled during the stay.
Amadeus Travel Dreams Report 2024 surveyed 6,000 travelers worldwide, uncovering shifting expectations and the role of technology at every stage.
Meanwhile, traditional sources of travel inspiration are losing ground. Newspaper ads have fallen from 26% five years ago to 18% today, while agents with a physical presence have declined from 25% to 19%. By contrast, social media adverts grew from 23% to 33%, and travel influencers from 20% to 29%.
Distribution brings guests to the property, but operational systems define the quality of their experience. The Travel Dreams report highlights how much guests expect hotels to adapt to different preferences, making flexibility and integration essential.
Property Management Systems (PMS)
One of the most striking findings is the difference between leisure and business travelers at check-in. Nearly half (48%) of leisure travelers prefer a traditional desk check-in, while 71% of business travelers favor online or self-service options. Without a flexible PMS, hotels risk frustrating one group while serving the other. An integrated PMS allows hotels to deliver both efficiency and personal interaction as required.
Business travelers prefer efficiency at check-in, while leisure travelers value personal service. Hotels must be able to provide bothPoint-of-Sale (POS)
The point-of-sale system has traditionally been associated with restaurants and outlets, but its role has expanded dramatically. Today’s POS platforms must integrate with PMS and payment systems to support cross-outlet billing, guest recognition, and mobile ordering.
When integrated with the PMS, POS becomes a powerful tool for personalization. According to the research, 42% of business travelers value AI-powered assistants for personalized information. The POS becomes the frontline where personalization is delivered in practical ways.
Payments
Payments are a strategic enabler of revenue and a key factor in building guest trust. Hotels need solutions that handle multiple currencies, support cross-border transactions, and integrate with modern digital wallets while maintaining the highest levels of security.
The study shows that 22% of business travelers want the option to pay with cryptocurrency or digital wallets, compared to 15% of leisure travelers. As payment options expand, hotels must provide secure, integrated solutions that adapt to traveler preferences. This flexibility is also crucial for building trust.
Infrastructure
Underlying all of this is infrastructure. Cloud-first, API-driven platforms enable the seamless connections that power personalization, efficiency, and innovation. Without this backbone, technologies like smart room controls, which 33% of travelers said would improve their stay, cannot be deployed effectively.
Bridging distribution and operations
One of the study’s recurring themes is that technology must work across the entire journey. Inspiration and booking set expectations, but operational systems ensure delivery. Consider a typical traveler’s journey.
A guest is inspired by a social media post and books a stay through a distribution channel. The PMS captures booking data, ensuring room preferences and loyalty details are ready. At arrival, the guest chooses between a self-service kiosk or a personal welcome, depending on their preference. During the stay, integrated POS systems recognize their loyalty status, enabling tailored offers, while payment systems provide frictionless transactions. Finally, post-stay data feeds back into distribution, creating opportunities for personalized offers in the future.
Amadeus’ research shows that 37% of travelers believe seamless logistics, such as luggage tracking and real-time updates, would improve their journey, a figure that rises to 46% for business travelers. This kind of smooth experience is only possible when systems are connected into a seamless operational technology ecosystem.
Why integration is key
The business case for integration is clear. Amadeus’ findings reveal that guests are not only open to sharing data but also willing to pay significantly more for better experiences. Yet these opportunities are easily lost if systems remain siloed.
For example, if a guest books a premium package online, but the PMS and POS do not communicate, the hotel may miss the chance to deliver and upsell effectively. Likewise, if a loyalty guest arrives and staff lack access to real-time data, the personal recognition travelers increasingly expect is lost.
Integration ensures promises made during booking are fulfilled in-stay. It also ensures that the additional 12% revenue uplift guests are willing to pay for amenities is actually realized. In a competitive market, this alignment of commercial strategy and operational delivery is vital.
This hotel technology stack infographic from techtalk.travel highlights the systems spanning building, guest-facing, operations, distribution, and back office. Its message is clear: the real value comes when these platforms are connected through cloud-based, API-driven integrations. Download the full infographic at techtalk.travel
The next era of hospitality technology
The Travel Dreams Report also provides a vision of the future. 41% of business travelers see AI personalization as part of their ideal stay, while 50% of leisure travelers want hotels to provide more personal recognition on arrival. This balance of high-tech and high-touch reflects the dual priorities hotels must navigate.
Sustainability and wellness are also rising. 36% of business travelers want eco-friendly practices included in their hotel experience, while 44% of all travelers say enhanced wellness offerings would improve their stay. These expectations will only grow, requiring hotels to evolve operationally as well as commercially.
Meeting these demands will depend on end-to-end hotel tech ecosystems. Only by combining distribution, PMS, POS, payments, and infrastructure can hotels deliver experiences that are seamless, sustainable, and deeply personalized.
Conclusion
The Amadeus Travel Dreams Report highlights how technology is reshaping hospitality. Guests are demanding personalization, seamless logistics, flexible payments, and sustainable options. They are also willing to share more data and spend more money to get it.
Distribution platforms play a crucial role in reaching these travelers, but operational systems must ensure the promises made before arrival are delivered in reality. This requires investment in unified hotel platforms, where PMS, POS, payments, and infrastructure connect seamlessly with distribution.
Hotels that take this approach will be better positioned not only to meet traveler expectations but also to unlock new revenue opportunities and build long-term loyalty.
We Actually Have Some Good News About an Airline
Jake-Hough/Unsplash
https://www.fodors.com/news/news/american-airlines-removes-bag-sizers-from-gates-to-improve-boarding-experience
Buh-bye bag sizers.
Finally, some good news from aviation: American Airlines will no longer ask passengers to fit their bags into a metal bag sizer moments before boarding. In a move that may be a relief for travelers, American Airlines has removed bag sizers from gates and is advising gate agents to use their judgment to determine if a bag meets requirements. The sizers remain at check-in counters, so passengers and staff can still confirm whether a bag is too large. Staff members are being encouraged to side with customers in close cases.
The absence of bag sizers is not an invitation to bring bigger bags. The airline said, “Team members will continue to monitor carry-on baggage in the lobby and at the gate, and oversized items will still be required to be checked in ahead of the flight.” The website specifies that the personal item should fit under the seat in front (45 x 35 x 20 cm), and the carry-on must fit in the overhead bin or in front of the passenger (56 x 36 x 23 cm).
The airline said this change will improve the customer experience, but it is not unique. United eliminated bag sizers in 2020 to enhance travel for everyone. The airline began relying on gate agents and handlers to monitor baggage, and a spokesperson told SF Gate that it was good news for both travelers and employees: “We’re always looking for ways to simplify the boarding process, and this move delivers a more seamless travel experience for everyone.”
Last year, American Airlines introduced more changes to its boarding process. New technology now allows passengers to board according to their zone and alerts staff members if someone tries to board early. Passengers with premium seats board first.
Baggage Problems
It is every traveler’s nightmare to be told at the gate that a bag is too big. Bag sizers appeared in airports in 2014, and airlines have since tried to get passengers to comply with their restrictions. These sizers have caused frustration among passengers and led to confrontations with staff worldwide. One major issue is that not all airlines have the same size restrictions, which confuses travelers.
Airlines profit significantly from baggage fees, and it’s no secret that agents who intercept the most bags are rewarded with bonuses. Ryanair is notorious for this. In July, a woman was seen sobbing at an airport in Bulgaria after Ryanair staff told her that her bag was too large. The airline allows one free bag up to 40 x 30 x 20 cm, while cabin and checked baggage must be purchased. The airline pays its baggage agents €2.50 ($2.92) for each bag they catch, and CEO Michael O’Leary insists that complying with the rules helps speed up boarding.
The problem remains: airlines have different baggage policies—regarding both dimensions and weight—creating a pain point for travelers switching planes both domestically and internationally.
A Boring Person’s Guide to Dubai
Atlantis the Palm, Dubai.
https://www.fodors.com/world/africa-and-middle-east/united-arab-emirates/dubai/experiences/news/a-boring-persons-guide-to-a-luxury-resort-in-dubai
A perfectly non-exciting trip.
Was it ironic that I was reading The Day I Became a Runner by Sohini Chattopadhyay while I was buried in bed? I didn’t even make the effort to trudge to the couch two feet away. I was at Atlantis The Palm, Dubai for three days and I wasn’t going to waste even an ounce of energy on un-relaxing activities. I was a silent (albeit inactive) follower of Chattopadhyay’s women athletes.
I may be an interesting person, but I’m a boring traveler. The kind who goes for historical walking tours, sits charmingly in a museum cafe, stares at the Eiffel, and snuggles in the hotel bed instead of checking off anything on the list. I don’t know how to swim. I don’t do adventures. I rarely eat red meat or seafood. I am a brunch girl, and you will not see me in a club after 11 p.m.
I had hoped that a tattoo would give me an edge, but it’s a fine outline of cutesy tulip to signify my time in Amsterdam, which may not be as provocative as say, a lion.
In short, I’m basic.
It’s possible Atlantis The Palm was expecting someone more suave and worldly as a journalist to appear. Like my boss, who hilariously orchesteratred a heist at its sister property to steal gold toothbrushes. Me? I fluttered from restaurant to lounge to the beach like a short, Indian soldier armed with a set of hotel stationery to find the best places to stare into the abyss.
Dubai Glitters
This was my third trip to Dubai—each different from the last. I celebrated a milestone birthday in Dubai once; then I stopped over during a regal cruise through South Asia; this time Atlantis The Palm tempted me with a do-nothing holiday. The fishing village had come a long way since the 1960s with a transformation that seems surreal. Yes, everything is manufactured, including the man-made Palm Islands where I was stationed, but it is a discovery even for the most reluctant traveler.
Friends, former colleagues, and even my doctor from India have relocated to Dubai in the last few years. What had people been seeking in Dubai?
1. View of the resort from its private beach.2. Dale Chihuly sculpture in the lobby made with 3,000 handblown pieces of glass.
https://www.fodors.com/world/africa-and-middle-east/united-arab-emirates/dubai/experiences/news/a-boring-persons-guide-to-a-luxury-resort-in-dubai
Apeksha Bhateja
Travel motivations are difficult to understand, but academics have persevered. Graham Dann, in 1977, noted that an individual experiences push and pull factors that encourage them to go somewhere. Push factors such as an escape from daily life or the promise of relaxation and pull factors like culture or affordability of the destination. Many destinations war with each other to pull people to them, and Dubai won over 18.72 million international travelers in 2024.
I would be stating the obvious when I say that the weather in the UAE is unbearable for the better part of the year. You can’t do the typical activities in the summer that encourage people to pay exorbitant prices for a European holiday. It still blows my mind that tennis ace Roger Federer used to fly to Dubai to train in unfavorable, sauna-like conditions in July. That’s one negative to its count, yet the emirate has made a name for itself as a travel destination. It is safe, it is accessible from the remotest corners of the world, and it has the allure of attainable luxury. You order an Uber here and a Mercedes comes to pick you up. Ferraris can have their own Instagram account; they are spotted in the city like cats in Greece.
More than anything else, it is the gateway to the Arab world, a promise that the Middle East isn’t a desert, but a fascinating world of age-old culture, modern architecture and bold ambitions. Such is its charm that it has demanded its own franchise of millionaires playing footloose on camera, and as a die-hard reality television fan, I am hooked to Dubai Bling.
Give Me Nothing
Everything is larger than life at the ocean-themed Atlantis The Palm. Like the sculpture, Dale Chihuly, standing as a testament to its opulence in the lobby. Made with 3,000 handblown pieces of glass, it sets the tone for this magical kingdom inspired by the sea. The resort opened in 2008 and it sprawls over 46 hectares—almost the size of Vatican City. With 34 restaurants, bars, and lounges, four swimming pools, an aquarium, and an aquatic theme park, you expect the resort to be sweeping, but each step extends the red carpet further and further.
1. View from a room at Atlantis the Palm.
2. An album filled with selfies.
https://www.fodors.com/world/africa-and-middle-east/united-arab-emirates/dubai/experiences/news/a-boring-persons-guide-to-a-luxury-resort-in-dubai
Apeksha Bhateja;
The Lost Chambers Aquarium was just a walk away from my tower. Without expectations of much—aquariums are for kids—I went one day on one of my many walks because I had access. Turns out, I love the underwater world. The aquarium that hugs another tower of this resort is home to 65,000 marine animals, and the exhibits go on and on. While exploring, I wondered about the ethics of an aquarium, and made notes to research if this is a healthy life for the marine animals, but I could not deny that it was a beautiful setup that brought me child-like glee.
My travel motivations are also attached to food and at Atlantis, there was plenty to keep me cravings in check. It was, however, at Hakkasan that I knew I had an experience that is reserved for the higher echelon. It was my last dinner and the one-Michelin-starred restaurant delivered. I’m mad for dumplings and they served four varieties, along with hot and sour soup and lotus stem and edamame fried rice. My server was surprised and disappointed that I didn’t finish any dish—I warned everyone I’m a small eater—but this was my favorite meal in Dubai, all three times included.
Eating alone is an art, I wrote in my notes. I didn’t want to look sad or draw pity from fellow guests who were coupled up or traveling with families. But it was incredibly beautiful to not have to talk to anyone. I didn’t have feign enjoyment when a friend joined me one evening for a meal at Studio Frantzén, where a special menu was crafted for us. Then post-dinner drinks sent us on a hunt for Nobu Prive, which is tucked away on the 22nd floor of the resort. Our cocktails were delicious, sure, but what I remember the most of this exclusive nightclub are sparkling views of the city’s skyline that enthralled both of us.
Prove Me Wrong
In Scandinavian countries, winter bathing has a cult following. You will see people jumping into the freezing waters in the cold, unbearable winter months, battling icy winds on the coast. Later, to save themselves from hypothermia, they would go to the sauna and warm up—it may seem paradoxical but it does wonders to the body (or so I have been told). When I lived in Denmark, I stayed far away from such ideas that my tropical brain couldn’t comprehend while my friends vouched for the health benefits and the mindfulness of the practice.
The Lost Chambers Aquarium.
Atlantis The Palm, Dubai
At Atlantis the Palm, I was again confronted with this dichotomy: the spa had a plunge bath and a steam and a sauna. Twice, I braved it and ran to the sauna or sat in the jacuzzi. I can confirm that it’s refreshing and I might volunteer to do it again, not in the snowy winter season, but in a sheltered spa where I might be attended to if my fragile heart gives out. Couple that with a full-body, hour-long massage and I made good progress on my promise to do nothing.
The chasm between this holiday and my daily life was so large that even when I look at the album, I’m amazed. The photos are various selfies in front of the full-size mirror in my room: beach day look, smart casuals for dinner, spa day outfit, Michelin-star worthy persona. I had many pre-conceived notions and judgements. I will get bored at the resort if I don’t venture out. What will I do at lounges when I don’t even drink? But at Atlantis, I re-learned another valuable lesson: ditch the productivity B.S. and stay open to experiences.
These hot evenings in Dubai thawed my chilly soul. I sat with a drink at the Imperial Club Lounge, where in the distance, palms lined up to say goodbye to the sun as it disappeared, leaving behind a trail of oranges and reds in a watercolor-worthy picture. Change couldn’t be that far behind, the scene reassured me.
5 things to know for Oct. 7
Today’s Headlines: Magna sells New York portfolio for $490 million; Regional banks merge to ramp up lending capacity; Under-construction hotel partially collapses in Madrid; Spanish REIT Azora buys hotel operator Medplaya; A ground-level look at LuxUrban's sudden closures
National Police officers and emergency workers in the vicinity where a building under construction has collapsed, in the Opera area of Madrid, Spain, on Oct. 7, 2025. (Europa Press via Getty Images)
https://www.costar.com/article/1650319161/5-things-to-know-for-date
Editor's Note: Some linked articles may be behind subscription paywalls.
1. Magna sells New York portfolio for $490 million
A fund managed by Magna Hospitality sold a portfolio of four New York City hotels for a total of $489.8 million, according to CoStar data.
The portfolio includes The 196-room Hilton Garden Inn New York Times Square North and the 374-room Motto by Hilton New York City Chelsea, as well as leasehold interests in the 320-room DoubleTree by Hilton New York Times Square South and the 239-room Fairfield Inn & Suites New York Midtown Manhattan Penn Station.
Jan Freitag, national director for hospitality market analytics at CoStar, said the deal is a sign of the strong hotel fundamentals in the city.
"This sustained pricing power has made assets in the city attractive, and so it is no surprise that more transactions are being talked about or consummated," he said. "The price per key in the fee simple part of the transaction speaks to the strength of the asset class, based on healthy market demand fundamentals and continued robust pricing power."
2. Regional banks merge to ramp up lending capacity
While fewer and bigger lenders is the broad trend across the banking industry, The Wall Street Journal reports more regional and midsize banks are making deals to merge and "build strongholds in specific, local markets."
Recent deals include Fifth Third's planned $10.9 billion acquisition of Comerica and PNC Financial Services $4.1 billion deal to buy FirstBank.
Ultimately, this could result in a more resilient network of lenders for industries — like hotels — that rely on them, the newspaper reports.
"Deals like these will hardly result in behemoths the size of JPMorgan Chase or Bank of America," the Journal reports. "PNC’s chief executive has ultimately set his sights on roughly doubling its size to $1 trillion in assets — while Colorado-based FirstBank brought in just $27 billion. But one thing they do bring is the promise of being able to build relationship- and branch-based networks of deposits that might be less likely to flee the next time interest rates rise or there is a banking crisis elsewhere in the country."
3. Under-construction hotel partially collapses in Madrid
Three injuries were reported, although none appear to be life-threatening, when a building under renovations in central Madrid partially collapsed, Reuters reports.
The five-story building was described as a hotel conversion project by developer Rehbilita. The collapse happened on the interior, leaving the facade in tact.
Two people had what were described as light injuries, while the third was taken to a hospitality with a broken leg.
4. Spanish REIT Azora buys hotel operator Medplaya
Spanish real estate investment trust Azora has closed on a deal to buy hotel operator Medplaya, CoStar News' Terence Baker reports. The deal includes six owned properties in Catalonia and Costa del Sol along with Medplaya's 15-property management platform.
All but one of the hotels operated by Medplaya are in Spain with the lone exception being the 212-room Bella Vista Beach Club in Bulgaria.
Azora "has invested over €4.15 billion in more than 110 hotels and 28,000 rooms since 2011," the news release announcing the deal said. "Its strategy spans high-quality hotels, urban hostels and assets requiring active management and repositioning, partnering closely with leading operators to maximize value.”
5. A ground-level look at LuxUrban's sudden closures
On Tuesday, The New York Times published a first-hand report of a journalist who inadvertently ended up as the messenger of bad news for would-be guests at a suddenly shuttered New York LuxUrban property.
That company unexpectedly closed down three properties in September, including the Tuscany by LuxUrban.
"Still unsure of exactly what had happened, I walked to the Tuscany, another LuxUrban hotel nearby," wrote Times reporter Gabe Castro-Root. "There, I found a note on the door from the building’s owners saying the hotel company that leased the property had abandoned it without notice. It also referred to a vacate order from the local Fire Department.
"In the lobby, I met Eliza Simopoulou and Tasos Simopoulos, siblings from Thessaloniki, Greece, who were poring over their computers in search of a new hotel. They had arrived to check in to the Tuscany only to be told it was closed — despite having received an email the day before saying they could request an early check-in — and it looked as if every other available hotel was either out of their budget or in New Jersey."
DUHC&S | Strategic Hospitality Consulting & Advisory
We transform hospitality and tourism businesses through strategic solutions, operational efficiency, and comprehensive renovation . With over 40 years of experience working with brands like Hilton, Hyatt, Sheraton, and Sonesta , we enhance asset value and profitability through:
Business reengineering and renovation
Operational excellence and brand standards (GSI +90%)
Market penetration and commercial strategies
Key partnerships and disruptive innovation
Hotel openings and repositioning
Proven results :
✅ 54% GOP |
✅ +200% asset valuation growth
✅ Successful projects across 6 Latin American countries
🔹 Let's connect :
📩 Email: diurugeles@gmail.com
📱 WhatsApp: +57 3153259968
#DUHC&S #HospitalityConsulting #OperationalExcellence #Hotels #BusinessTransformation
Disclaimer
DUHC&S shares this information for educational and informational purposes only. The news articles reproduced here are sourced from public and recognized media outlets. We are not the original authors of this content but rather distributors of it. All credits go to the original sources cited in each article. If you are the legitimate owner of any material and wish to have it modified or removed, please contact us immediately at diurugeles@gmail.com , and we will address your request promptly.
Comments
Post a Comment