Club La Costa World Resorts & Hotels has expanded outside its home territory to launch two successful mixed-use resort operations in Turkey, which you can learn more about on page 16. The Middle East is also proving to be a robust market for our industry and on page 22 RCI shares some valuable insight into the capacity and promise of the region as both a destination and source market. Again, we see more evidence of the increasing globalisation of our business with the successful entry of one of Europe’s leading resort developers, Silverpoint, into this market with its Club Paradiso product in the upscale Dubai Marina.
Roy Peires: “We spotted the potential of the Aegean coast of Turkey as a new destination.” PAGE 16 Martina Matt Ježová: “Hungarians make up more than half our guests, the second biggest group is from Australia.” PAGE 19 Rogerio Santos: “Our commitment comes from our passion to innovate, and to satisfy our clients.” PAGE 27 VENTURES VENTURES Enterprising ideas for the vacation industry SWITCHED ON TURKEY SHINES A LIGHT ON INTERNATIONAL MARKET OPPORTUNITIES DIAMOND IS FOREVER DIAMOND RESORTS INTERNATIONAL SHARE AMBITIOUS PLANS TURNING UP THE HEAT HOLIDAY CLUB HEADS SOUTH FOR SUCCESS September 2012
Transcript
Roy Peires: “We spotted thepotential of the Aegean coastof Turkey as a newdestination.” PAGE 16
Martina Matt Ježová: “Hungariansmake up more than half ourguests, the second biggest groupis from Australia.” PAGE 19
Rogerio Santos: “Ourcommitment comes from ourpassion to innovate, and tosatisfy our clients.” PAGE 27
VENTURESVENTURESEnterprising ideas for the vacation industry
VENTURES MAGAZINE SERVING RCI’S MARKETS IN EUROPE, SEPTEMBER 2012 THE MIDDLE EAST, AFRICA AND INDIA
Bucking the prevailing gloomyeconomic trend, I am veryencouraged to see some good newscoming out of our own industry.
We at RCI are pleased to havewelcomed more than 70 newly
affiliated resort properties to our global exchange holidaynetwork in the first half of 2012 – 15 of those from Europeand the Middle East.
And from what our affiliates are telling us in thisedition of RCI Ventures, there is more growth to lookforward to. Our cover story takes a snapshot of the marketin Turkey where RCI affiliated three new resorts in 2011,followed by four more this year. Interestingly the articlehighlights the opportunities that have come out of theeconomic crisis for Turkey and the plans our affiliates inthat market have for holiday products.
To prove the point, Club La Costa World Resorts &Hotels has expanded outside its home territory to launchtwo successful mixed-use resort operations in Turkey,which you can learn more about on page 16.
The Middle East is also proving to be a robust marketfor our industry and on page 22 RCI shares some valuableinsight into the capacity and promise of the region as botha destination and source market. Again, we see moreevidence of the increasing globalisation of our businesswith the successful entry of one of Europe’s leading resortdevelopers, Silverpoint, into this market with its ClubParadiso product in the upscale Dubai Marina.
It’s always good to see new faces in our business andwe’re pleased to welcome Martina Matt Ježová, with hermother Anna, as new RCI affiliates. Inspired by their greatpersonal experience as Anfi holiday owners and RCImembers in Gran Canaria, they have brought thetimeshare holiday experience to the picturesque slopes ofSlovakia with their newly opened resort, Residence Club,which you can read about on page 19. They are pioneers oftimeshare in Slovakia and we wish them every success.
Finally, on page 33, we pay tribute to one of theindustry’s founding fathers who set the quality bar over 30 years ago and to whom we all owe a debt of gratitude.Jack Petchey CBE announced the sale of Petchey Leisurerecently and on behalf of my RCI colleagues and the verymany in the industry who looked to him for inspiration, wewish him well in his continued work with his charity andother business interests.
I hope you find the many success stories in this editionof RCI Ventures magazine both useful and inspirational.Thanks, as always for your valued affiliation.
4 MARKET OUTLOOK:
A news and views round-up from Europe and around the world
6 RCI INSIDE:
The latest news for RCI affiliates, including new additions to the network
8 SOUTHERN AFRICA SHOWS ITS STRENGTH:
The country’s shared-ownership market offers real growth opportunities
10 COVER STORY – ALL TO PLAY FOR:
A market report on Turkey, where government efforts and the eurozonecrisis are set to boost the country’s shared ownership sector
16 MIXING IT UP IN THE EAST:
Club La Costa World Resorts & Hotels takes its mixed-use model to Turkey
19 TIMESHARE TONIC:
Successfully developing their first timeshare resort also helped industrynewcomers, the Ježo family, to overcome tragedy
22 MORE TO THE MIDDLE EAST:
The region has great potential as a destination and a source market
24 A JEWEL IN THE CROWN:
Diamond Resorts puts the focus on customer service for success
27 ALL IN ONE:
A unique brand of five-star ‘all-in’ vacation ownership in Madeira
30 STILL GROWING STRONG:
Holiday Club Resorts is embarking on an ambitious period of expansion
33 INDUSTRY INSPIRATION:
Profile of entrepreneur and timeshare pioneer Jack Petchey, OBE, CBE
34 FINAL CALL – YOUTH THE ANSWER TO MATURITY:
RDO chief executive, PAUL GARDNER-BOUGAARD, highlights ways theindustry can attract younger buyersFor more than 35 years, RCI® has been the exchange provider of choice for some of the most successful developers
in the vacation ownership industry. With over 3.8 million members and more than 4,000 affiliated resorts worldwide, we are uniquely positioned to help you achieve your goals in shared ownership.
Success, by any measure, begins with a solid business vision. RCI is ready to support you in yours.
For more information, e-mail [email protected] or call +44 (0) 1536 314651.
“Over the last six years, with the help and support of the RCI® team, Macdonald Resorts Ltd. has achieved eight RCI Gold Crown Resort Awards and an RCI Silver Crown Resort Award across our RCI-affiliated properties. Working closely with the RCI team we have enhanced our service and quality to the high standards of today, benefiting the whole Macdonald group as well as all 25,000 of our owners.”
Simon JacksonChief Executive Officer, Macdonald Resorts Ltd.RCI Affiliate since 2001
VENTURES MAGAZINE SERVING RCI’S MARKETS IN EUROPE, SEPTEMBER 2012 THE MIDDLE EAST, AFRICA AND INDIA
Bucking the prevailing gloomyeconomic trend, I am veryencouraged to see some good newscoming out of our own industry.
We at RCI are pleased to havewelcomed more than 70 newly
affiliated resort properties to our global exchange holidaynetwork in the first half of 2012 – 15 of those from Europeand the Middle East.
And from what our affiliates are telling us in thisedition of RCI Ventures, there is more growth to lookforward to. Our cover story takes a snapshot of the marketin Turkey where RCI affiliated three new resorts in 2011,followed by four more this year. Interestingly the articlehighlights the opportunities that have come out of theeconomic crisis for Turkey and the plans our affiliates inthat market have for holiday products.
To prove the point, Club La Costa World Resorts &Hotels has expanded outside its home territory to launchtwo successful mixed-use resort operations in Turkey,which you can learn more about on page 16.
The Middle East is also proving to be a robust marketfor our industry and on page 22 RCI shares some valuableinsight into the capacity and promise of the region as botha destination and source market. Again, we see moreevidence of the increasing globalisation of our businesswith the successful entry of one of Europe’s leading resortdevelopers, Silverpoint, into this market with its ClubParadiso product in the upscale Dubai Marina.
It’s always good to see new faces in our business andwe’re pleased to welcome Martina Matt Ježová, with hermother Anna, as new RCI affiliates. Inspired by their greatpersonal experience as Anfi holiday owners and RCImembers in Gran Canaria, they have brought thetimeshare holiday experience to the picturesque slopes ofSlovakia with their newly opened resort, Residence Club,which you can read about on page 19. They are pioneers oftimeshare in Slovakia and we wish them every success.
Finally, on page 33, we pay tribute to one of theindustry’s founding fathers who set the quality bar over 30 years ago and to whom we all owe a debt of gratitude.Jack Petchey CBE announced the sale of Petchey Leisurerecently and on behalf of my RCI colleagues and the verymany in the industry who looked to him for inspiration, wewish him well in his continued work with his charity andother business interests.
I hope you find the many success stories in this editionof RCI Ventures magazine both useful and inspirational.Thanks, as always for your valued affiliation.
4 MARKET OUTLOOK:
A news and views round-up from Europe and around the world
6 RCI INSIDE:
The latest news for RCI affiliates, including new additions to the network
8 SOUTHERN AFRICA SHOWS ITS STRENGTH:
The country’s shared-ownership market offers real growth opportunities
10 COVER STORY – ALL TO PLAY FOR:
A market report on Turkey, where government efforts and the eurozonecrisis are set to boost the country’s shared ownership sector
16 MIXING IT UP IN THE EAST:
Club La Costa World Resorts & Hotels takes its mixed-use model to Turkey
19 TIMESHARE TONIC:
Successfully developing their first timeshare resort also helped industrynewcomers, the Ježo family, to overcome tragedy
22 MORE TO THE MIDDLE EAST:
The region has great potential as a destination and a source market
24 A JEWEL IN THE CROWN:
Diamond Resorts puts the focus on customer service for success
27 ALL IN ONE:
A unique brand of five-star ‘all-in’ vacation ownership in Madeira
30 STILL GROWING STRONG:
Holiday Club Resorts is embarking on an ambitious period of expansion
33 INDUSTRY INSPIRATION:
Profile of entrepreneur and timeshare pioneer Jack Petchey, OBE, CBE
34 FINAL CALL – YOUTH THE ANSWER TO MATURITY:
RDO chief executive, PAUL GARDNER-BOUGAARD, highlights ways theindustry can attract younger buyersFor more than 35 years, RCI® has been the exchange provider of choice for some of the most successful developers
in the vacation ownership industry. With over 3.8 million members and more than 4,000 affiliated resorts worldwide, we are uniquely positioned to help you achieve your goals in shared ownership.
Success, by any measure, begins with a solid business vision. RCI is ready to support you in yours.
For more information, e-mail [email protected] or call +44 (0) 1536 314651.
“Over the last six years, with the help and support of the RCI® team, Macdonald Resorts Ltd. has achieved eight RCI Gold Crown Resort Awards and an RCI Silver Crown Resort Award across our RCI-affiliated properties. Working closely with the RCI team we have enhanced our service and quality to the high standards of today, benefiting the whole Macdonald group as well as all 25,000 of our owners.”
Simon JacksonChief Executive Officer, Macdonald Resorts Ltd.RCI Affiliate since 2001
Jack Petchey, CBE,founder of Petchey Holdings,has announced the sale ofPetchey Leisure, the timesharearm of his group, to MagnumGlobal Holdings Singapore Ltd.
Petchey said: “The time isright for Petchey Leisure to passinto the hands of a forward-thinking company to lead it on tobigger and greater things.”
Petchey entered timesharein 1982 with Clube Praia daOura and today the group hasfour resorts in Portugal, two inSpain and two in Tenerife. Hewill now spend more timeworking with the Jack PetcheyFoundation – see page 33 forthe full story.
Worldwide Timeshare Hypermarket (WWTH) haslaunched a new product to solve two timeshare challenges.
eXpectations aims to provide an exit strategy and amodern, flexible product for a new generation ofowners. The club will provide accommodation at morethan 4,000 timeshare resorts globallythrough its own inventory and inassociation with RCI.
Owners can apply to exchangetimeshare weeks for eXpectations points,with the club taking over ownership andliability for management fees. Points canbe used for accommodation and travel,while owners will benefit from RCI Platinum and TATOC membership. After three yearsowners can give the club notice to quit. Non-owners canalso purchase eXpectations points to book trips.
Heralding eXpectations as a fresh approach totimeshare, WWTH chief executive Phil Watson, said: “Ourrelationship with RCI provides us with an allocation ofpoints based on the value of each timeshare week we own.
“Not only is eXpectations a super product for the nextgeneration of owners looking for high-qualityaccommodation, it resolves the need for an exit route forthe very first generation of timeshare owners.”
TATOC’s executive chairman Harry Taylor, said:“eXpectations is a great product tackling two of the biggestissues facing the industry today. We are also delightedWWTH is supporting TATOC by including individualmembership to the association.”
To find out more about eXpectations visit:www.expectationsholidays.co.uk
Dimitris Manikis is set to expandhis role at RCI, becoming managingdirector of its South Africa region.
Manikis has worked for RCI for morethan 20 years, holding a variety of roleswithin the company. His extensiveknowledge of the industry, and strongrelationships with clients, made him aprime candidate for the position.
“I’m very pleased to have Dimitristaking on this role,” said Sean Lowe,managing director, RCI Europe, MiddleEast, Africa and India. “He has provenabilities, leadership experience in severalof our regions and strong businessrelationships in SouthAfrica. Dimitris willhelp our valuableclients in the region toexpand, as well asgrow RCI’s operationsin this core market.”
Manikis, a well-known and well-respected member ofthe vacation exchange industry, willcontinue to serve as vice president ofbusiness development in Europe and theMiddle East.
4 | RCI Ventures, September 2012 RCI Ventures, September 2012 | 5
Marketoutlook
KEEP UP WITH VENTURES ONLINEDon’t forget you can visit our website atwww.rciventures.com for all the latest news, as
well as expert commentary, analysis and views on allaspects of the shared-holiday ownership industry. Thisincludes timeshare and mixed-use models to fractionalsand wholly-owned residential leisure properties.
MANIKIS TAKESON AFRICA INEXPANDED ROLE
A R O U N D - U P O F I N D U S T R Y N E W S , V I E W S , A N D P E O P L E T O W A T C H
PEOPLE:
Timeshare is making the newswith the Resort Development Organisation(RDO) undertaking a new campaign thattargets the travel media.
RDO chief executive Paul Gardner-Bougaard said: “We’ve prepared a newmedia pack and are having face-to-facemeetings so we can re-engage the media –initially travel journalists – who haveignored timeshare as a holiday product forsome time.”
The media pack details industry factsand figures, common misconceptionsabout the product and 10 reasons to buy.A number of RDO members are assistingwith the initiative by offering freeaccommodation at resorts for media visits.
RDO CHAMPIONSTIMESHARE IN THE MEDIAMEDIA:
WWTH & RCIRAISES TIMESHAREEXPECTATIONS
PRODUCT:HGV STRENGTHENS SCOTTISH TIMESHARE
HOLIDAY TIME FOR HEROES
Hilton Grand Vacations is set to convert one of itsmost popular UK hotels into a full timeshare operation.
In the next year it will renovate 45 hotel rooms at HiltonCraigendarroch into 32 spacious shared-ownership suites.
Richard McIntosh, managing director for Hilton GrandVacations in Europe/Middle East/Africa, said: “This is a trulyexciting project in one of our key markets. With the resort in its28th year, this re-positioning will ensure its long-term existence.”
Hilton Grand Vacations currently operates 99 timeshare lodgesat the Ballater-based resort – one of the most successful in Europe.
The company has also announced a new 31-apartment shared-ownership development in Tuscany, Italy. Hilton Grand VacationsClub at Borgo alle Vigne is due to open early in 2013.
DEVELOPER:
Club La Costa is the first timeshare developer to offer aholiday to a UK serviceman and his family as part of a new programme.
Captain Anthony Harris and his family enjoyed a break as guests ofRCI-affiliated Sunningdale Village in Tenerife, under the Give Us Timeprogramme, launched by the Afghan Heroes charity.
Captain Harris lost the lower part of a leg when his armoured vehiclewas destroyed in an explosion in Afghanistan.
Club La Costa (CLC) World managing director, Martyn Aldridge,said: “Our service personnel do a difficult job and it’s important tosupport the families of those who have lost loved ones or are copingwith long term injury.”
GIVING BACK:
DUBROVNIK SUN GARDENS INLINE FOR EURO PROPERTY AWARD
PETCHEY TO CONCENTRATE ON CHARITY WORK
The Residences at Dubrovnik Sun Gardens.
The Residences at Dubrovnik Sun Gardens in Croatia is among thewinners at The European Property Awards 2012.
Staff from The Registry Collection-affiliated property are due to attend a gala dinnerthis month where prizes will be awarded.
The European Property Awards are part of the International Property Awards and itsbrand is recognised as a symbol of excellence.
Stuart Shield, president of the International Property Awards, said: “We receivedentries from 29 European countries this year and the standard was extremely high. Anycompany to win one of these awards has shown exceptional levels of professionalismand competence in their respective field.”
DEVELOPER:
Jack Petchey with some of the children who havebenefited from the opportunities given to themthrough the Jack Petchey Foundation.
PEOPLE:
Phil Watson
Jack Petchey, CBE,founder of Petchey Holdings,has announced the sale ofPetchey Leisure, the timesharearm of his group, to MagnumGlobal Holdings Singapore Ltd.
Petchey said: “The time isright for Petchey Leisure to passinto the hands of a forward-thinking company to lead it on tobigger and greater things.”
Petchey entered timesharein 1982 with Clube Praia daOura and today the group hasfour resorts in Portugal, two inSpain and two in Tenerife. Hewill now spend more timeworking with the Jack PetcheyFoundation – see page 33 forthe full story.
Worldwide Timeshare Hypermarket (WWTH) haslaunched a new product to solve two timeshare challenges.
eXpectations aims to provide an exit strategy and amodern, flexible product for a new generation ofowners. The club will provide accommodation at morethan 4,000 timeshare resorts globallythrough its own inventory and inassociation with RCI.
Owners can apply to exchangetimeshare weeks for eXpectations points,with the club taking over ownership andliability for management fees. Points canbe used for accommodation and travel,while owners will benefit from RCI Platinum and TATOC membership. After three yearsowners can give the club notice to quit. Non-owners canalso purchase eXpectations points to book trips.
Heralding eXpectations as a fresh approach totimeshare, WWTH chief executive Phil Watson, said: “Ourrelationship with RCI provides us with an allocation ofpoints based on the value of each timeshare week we own.
“Not only is eXpectations a super product for the nextgeneration of owners looking for high-qualityaccommodation, it resolves the need for an exit route forthe very first generation of timeshare owners.”
TATOC’s executive chairman Harry Taylor, said:“eXpectations is a great product tackling two of the biggestissues facing the industry today. We are also delightedWWTH is supporting TATOC by including individualmembership to the association.”
To find out more about eXpectations visit:www.expectationsholidays.co.uk
Dimitris Manikis is set to expandhis role at RCI, becoming managingdirector of its South Africa region.
Manikis has worked for RCI for morethan 20 years, holding a variety of roleswithin the company. His extensiveknowledge of the industry, and strongrelationships with clients, made him aprime candidate for the position.
“I’m very pleased to have Dimitristaking on this role,” said Sean Lowe,managing director, RCI Europe, MiddleEast, Africa and India. “He has provenabilities, leadership experience in severalof our regions and strong businessrelationships in SouthAfrica. Dimitris willhelp our valuableclients in the region toexpand, as well asgrow RCI’s operationsin this core market.”
Manikis, a well-known and well-respected member ofthe vacation exchange industry, willcontinue to serve as vice president ofbusiness development in Europe and theMiddle East.
4 | RCI Ventures, September 2012 RCI Ventures, September 2012 | 5
Marketoutlook
KEEP UP WITH VENTURES ONLINEDon’t forget you can visit our website atwww.rciventures.com for all the latest news, as
well as expert commentary, analysis and views on allaspects of the shared-holiday ownership industry. Thisincludes timeshare and mixed-use models to fractionalsand wholly-owned residential leisure properties.
MANIKIS TAKESON AFRICA INEXPANDED ROLE
A R O U N D - U P O F I N D U S T R Y N E W S , V I E W S , A N D P E O P L E T O W A T C H
PEOPLE:
Timeshare is making the newswith the Resort Development Organisation(RDO) undertaking a new campaign thattargets the travel media.
RDO chief executive Paul Gardner-Bougaard said: “We’ve prepared a newmedia pack and are having face-to-facemeetings so we can re-engage the media –initially travel journalists – who haveignored timeshare as a holiday product forsome time.”
The media pack details industry factsand figures, common misconceptionsabout the product and 10 reasons to buy.A number of RDO members are assistingwith the initiative by offering freeaccommodation at resorts for media visits.
RDO CHAMPIONSTIMESHARE IN THE MEDIAMEDIA:
WWTH & RCIRAISES TIMESHAREEXPECTATIONS
PRODUCT:HGV STRENGTHENS SCOTTISH TIMESHARE
HOLIDAY TIME FOR HEROES
Hilton Grand Vacations is set to convert one of itsmost popular UK hotels into a full timeshare operation.
In the next year it will renovate 45 hotel rooms at HiltonCraigendarroch into 32 spacious shared-ownership suites.
Richard McIntosh, managing director for Hilton GrandVacations in Europe/Middle East/Africa, said: “This is a trulyexciting project in one of our key markets. With the resort in its28th year, this re-positioning will ensure its long-term existence.”
Hilton Grand Vacations currently operates 99 timeshare lodgesat the Ballater-based resort – one of the most successful in Europe.
The company has also announced a new 31-apartment shared-ownership development in Tuscany, Italy. Hilton Grand VacationsClub at Borgo alle Vigne is due to open early in 2013.
DEVELOPER:
Club La Costa is the first timeshare developer to offer aholiday to a UK serviceman and his family as part of a new programme.
Captain Anthony Harris and his family enjoyed a break as guests ofRCI-affiliated Sunningdale Village in Tenerife, under the Give Us Timeprogramme, launched by the Afghan Heroes charity.
Captain Harris lost the lower part of a leg when his armoured vehiclewas destroyed in an explosion in Afghanistan.
Club La Costa (CLC) World managing director, Martyn Aldridge,said: “Our service personnel do a difficult job and it’s important tosupport the families of those who have lost loved ones or are copingwith long term injury.”
GIVING BACK:
DUBROVNIK SUN GARDENS INLINE FOR EURO PROPERTY AWARD
PETCHEY TO CONCENTRATE ON CHARITY WORK
The Residences at Dubrovnik Sun Gardens.
The Residences at Dubrovnik Sun Gardens in Croatia is among thewinners at The European Property Awards 2012.
Staff from The Registry Collection-affiliated property are due to attend a gala dinnerthis month where prizes will be awarded.
The European Property Awards are part of the International Property Awards and itsbrand is recognised as a symbol of excellence.
Stuart Shield, president of the International Property Awards, said: “We receivedentries from 29 European countries this year and the standard was extremely high. Anycompany to win one of these awards has shown exceptional levels of professionalismand competence in their respective field.”
DEVELOPER:
Jack Petchey with some of the children who havebenefited from the opportunities given to themthrough the Jack Petchey Foundation.
PEOPLE:
Phil Watson
The RCI Directory of Affiliated Resortsis regarded as one of the mostpersuasive tools to bring to the resortsales deck and so RCI is publishing anew European edition – to be publishedin 16 languages – which will beavailable in October this year.
Sean Lowe, managing director RCIEurope, Middle East, Africa and India,said: “We have listened to feedbackfrom both our affiliates and BusinessDevelopment team and we’re told thatour Directory is a strong marketing tool,valued for its powerful and simpledemonstration of the wide range ofholiday options, experiences andflexibility that timeshare ownershipoffers in conjunction with RCImembership.
“It represents a big commitment of resource for RCI, but our members want a newDirectory just as much as our developers do and so we are pleased to be able to givethem what they need.”
The 292-page Directory features the majority of RCI-affiliated European resorts withpictures and details of accommodation, on-site facilities and local attractions. Manyresorts from other regions also feature with a full listing, while the remainder appear inline listings. Based on RCI member feedback, the new publication includes guides tousing RCI membership and exchange services, new resort and destination photographsand fresh introductions to the featured destinations to inspire member travel.
The new RCI Directory of Affiliated Resorts will be available to RCI affiliates with alaminated and durable cover. Please ask your RCI account manager for more information.
MEMBER MAGAZINE NEWSHoliday, The RCI Magazine, published twice a year for RCI members, has undergone a namechange to align it with RCI’s global member publications. It will be called Endless VacationMagazine from the Autumn/Winter Edition, due to mail out in September and available in 16 language editions. It will feature a wider range of destinations, as well as continuing tosupport European regional markets and carrying the usual RCI member news.
RCI Ventures, September 2012 | 76 | RCI Ventures, September 2012
RCInsideI N F O R M A T I O N E X C L U S I V E L Y F O R R C I A F F I L I A T E S
MORE THAN 70 RESORTS AFFILIATE TO RCI RCI, the global leader in vacation exchange, has announced the addition of 76affiliated properties to its global exchange network in the first six months of2012, with more than 30 properties added in the second quarter.
“We have had a strong first half of the year, adding many great newproperties to our portfolio of more than 4,000 quality affiliated resorts around theworld through some key affiliations,” said Gordon Gurnik, president, RCI. “Theaddition of these fantastic resorts will bolster the already expansive selection ofvacation experiences we offer to our 3.7 million members.”
Of the new properties joining RCI’s network this year, 15 are in Europe andthe Middle East, andfour of those are inTurkey. Among thenewly affiliatedresorts in the regionare Jolly ResortPonte di Legno, aluxury winter sportsresort in the ItalianAlps and resortdeveloper CornoD’Aola’s firsttimeshare venture;Turim Estrala do VauBeach Resort offeringa great family experience close to Praia da Rocha in Portugal, and the five-starEnotel Lido, the first luxury, all-inclusive resort on the island of Madeira. Thelatter is also another new developer entrant to the market under the brand ofleading Portuguese hotel group, Enotel – see page 27 for the full feature.
For more information on RCI, The Registry Collection or these properties,visit www.RCI.com or www.TheRegistryCollection.com.
Karma Royal Group has signed a new Master
Affiliation Agreement that brings all member
companies within the group and RCI together for
an extended affiliation term.
All the group’s timeshare properties across
India, Bali, Germany, Indonesia and Thailand will
be affiliated with RCI. This expanded relationship
also brings any new Royal Resorts Club into the
RCI exchange network.
John Spence, founder and chairman of the
Karma Royal Group, whose company has been
working with RCI since 1993, said: “Innovation is
important to my business and I believe Royal and
RCI share the same vision for our industry.
“RCI offers exciting technological resources
and marketing advantages for us through its
international vision, as well as having the largest
possible exchange network of quality vacation
resorts and destinations for our owners.”
Finland-based developer Holiday Club Resorts
has reaffirmed its relationship with RCI.
The company, with resorts in Finland,
Sweden, Gran Canaria and mainland Spain, has
signed a new Master Affiliation Agreement
with RCI, which sees 36 existing HCR resorts,
which were previously affiliated to RCI, subject
to a new long-term agreement.
Dimitris Manikis, RCI’s vice president,
business development, Europe, Middle East and
Africa, said: “We have had a long relationship
with Holiday Club and this agreement means
we will support them into the future, as this
excellent business continues to grow.
“Holiday Club Resorts is a leader in
European timeshare and we’re delighted they
have chosen to continue to build on their
relationship with us.”
Holiday Club Resorts, originally known as
Suomen Lomapörssi, affiliated its first resort,
Punkaharju, to RCI in 1989.
KARMA ROYAL GROUPEXTENDS AFFILIATION
HOLIDAY CLUB STRENGTHENSAGREEMENT WITH RCI
Turim Estrala do Vau Beach Resort is one of 76 resorts joining the RCI network in 2012.
Jolly Resort Ponte di Legno, a new affiliate in the Italian Alps.
RCI has launched two new sets ofmaterials for use in resort sales officesand presentations. These sales toolsare designed to tell the fantastic story ofthe timeshare holiday experience – byletting happy RCI members, as well asthe great facts and figures around ourbusiness, do the talking.
A series of six eye-catching postersenable the facts and stats to tell thestory of the quality and popularity oftimeshare – enjoyed through RCImembership. For example, does yoursales team know that, based on 2011figures, there were as many as 1.7million weeks available* during thatyear in the RCI network? Or that 36 percent of the 4,000-plus RCI-affiliatedresorts have been rated RCI Gold orSilver Crown status by our members?
This persuasive information andmore is now available on six posters –three with a member benefits focus;one on credibility stats; and one eachon Weeks and Points product benefits.The posters are available in English,Portuguese, Spanish, German, Russian,Turkish and Finnish.
RCI members do the talking innine RCI interviews captured oncamera discussing positiveexperiences as timeshare owners andRCI members. They speakenthusiastically about the placestimeshare exchange has taken them,as well as the quality accommodationand facilities they enjoy. Visitwww.youtube.com/watch?v=hsAvsZ0BOH0&feature=g-upl to sample a clip.
Affiliates can use as many of thesevideo clips as needed, free of charge.There are five English speaking and afurther four are subtitled in English withthe original languages being French,German and Italian. In the comingmonths subtitled versions of these clipswill be available in 14 languages.* Based on total weeks deposited intothe RCI system more than 60 days inadvance of start date.
RCI Platinum Membership, a globalprogramme designed to provide a new level ofRCI membership benefits, has recently beenmade available to RCI’s weeks and pointsmembers across Europe and the Middle East.
Last June RCI Platinum was successfullylaunched in the UK market and just a yearlater there are almost 2,000 RCI Platinummembers in the UK.
RCI Platinum Membership costs £49 a year
and provides options to enrich the RCIexperience, including priority access toselected resorts, free unit upgrades whereavailable, and Member Rewards ranging from£15 to £24 on booking a number of RCIproducts which can be used towards furtherRCI transactions.
The programme will evolve and moreholiday travel and lifestyle benefits will be addedin the coming months.
YOUR PARTNERIN SALES
RCI PLATINUM ROLLS OUT IN EUROPE AND MIDDLE EAST
NEW RESORT DIRECTORY
The RCI Directory of Affiliated Resortsis regarded as one of the mostpersuasive tools to bring to the resortsales deck and so RCI is publishing anew European edition – to be publishedin 16 languages – which will beavailable in October this year.
Sean Lowe, managing director RCIEurope, Middle East, Africa and India,said: “We have listened to feedbackfrom both our affiliates and BusinessDevelopment team and we’re told thatour Directory is a strong marketing tool,valued for its powerful and simpledemonstration of the wide range ofholiday options, experiences andflexibility that timeshare ownershipoffers in conjunction with RCImembership.
“It represents a big commitment of resource for RCI, but our members want a newDirectory just as much as our developers do and so we are pleased to be able to givethem what they need.”
The 292-page Directory features the majority of RCI-affiliated European resorts withpictures and details of accommodation, on-site facilities and local attractions. Manyresorts from other regions also feature with a full listing, while the remainder appear inline listings. Based on RCI member feedback, the new publication includes guides tousing RCI membership and exchange services, new resort and destination photographsand fresh introductions to the featured destinations to inspire member travel.
The new RCI Directory of Affiliated Resorts will be available to RCI affiliates with alaminated and durable cover. Please ask your RCI account manager for more information.
MEMBER MAGAZINE NEWSHoliday, The RCI Magazine, published twice a year for RCI members, has undergone a namechange to align it with RCI’s global member publications. It will be called Endless VacationMagazine from the Autumn/Winter Edition, due to mail out in September and available in 16 language editions. It will feature a wider range of destinations, as well as continuing tosupport European regional markets and carrying the usual RCI member news.
RCI Ventures, September 2012 | 76 | RCI Ventures, September 2012
RCInsideI N F O R M A T I O N E X C L U S I V E L Y F O R R C I A F F I L I A T E S
MORE THAN 70 RESORTS AFFILIATE TO RCI RCI, the global leader in vacation exchange, has announced the addition of 76affiliated properties to its global exchange network in the first six months of2012, with more than 30 properties added in the second quarter.
“We have had a strong first half of the year, adding many great newproperties to our portfolio of more than 4,000 quality affiliated resorts around theworld through some key affiliations,” said Gordon Gurnik, president, RCI. “Theaddition of these fantastic resorts will bolster the already expansive selection ofvacation experiences we offer to our 3.7 million members.”
Of the new properties joining RCI’s network this year, 15 are in Europe andthe Middle East, andfour of those are inTurkey. Among thenewly affiliatedresorts in the regionare Jolly ResortPonte di Legno, aluxury winter sportsresort in the ItalianAlps and resortdeveloper CornoD’Aola’s firsttimeshare venture;Turim Estrala do VauBeach Resort offeringa great family experience close to Praia da Rocha in Portugal, and the five-starEnotel Lido, the first luxury, all-inclusive resort on the island of Madeira. Thelatter is also another new developer entrant to the market under the brand ofleading Portuguese hotel group, Enotel – see page 27 for the full feature.
For more information on RCI, The Registry Collection or these properties,visit www.RCI.com or www.TheRegistryCollection.com.
Karma Royal Group has signed a new Master
Affiliation Agreement that brings all member
companies within the group and RCI together for
an extended affiliation term.
All the group’s timeshare properties across
India, Bali, Germany, Indonesia and Thailand will
be affiliated with RCI. This expanded relationship
also brings any new Royal Resorts Club into the
RCI exchange network.
John Spence, founder and chairman of the
Karma Royal Group, whose company has been
working with RCI since 1993, said: “Innovation is
important to my business and I believe Royal and
RCI share the same vision for our industry.
“RCI offers exciting technological resources
and marketing advantages for us through its
international vision, as well as having the largest
possible exchange network of quality vacation
resorts and destinations for our owners.”
Finland-based developer Holiday Club Resorts
has reaffirmed its relationship with RCI.
The company, with resorts in Finland,
Sweden, Gran Canaria and mainland Spain, has
signed a new Master Affiliation Agreement
with RCI, which sees 36 existing HCR resorts,
which were previously affiliated to RCI, subject
to a new long-term agreement.
Dimitris Manikis, RCI’s vice president,
business development, Europe, Middle East and
Africa, said: “We have had a long relationship
with Holiday Club and this agreement means
we will support them into the future, as this
excellent business continues to grow.
“Holiday Club Resorts is a leader in
European timeshare and we’re delighted they
have chosen to continue to build on their
relationship with us.”
Holiday Club Resorts, originally known as
Suomen Lomapörssi, affiliated its first resort,
Punkaharju, to RCI in 1989.
KARMA ROYAL GROUPEXTENDS AFFILIATION
HOLIDAY CLUB STRENGTHENSAGREEMENT WITH RCI
Turim Estrala do Vau Beach Resort is one of 76 resorts joining the RCI network in 2012.
Jolly Resort Ponte di Legno, a new affiliate in the Italian Alps.
RCI has launched two new sets ofmaterials for use in resort sales officesand presentations. These sales toolsare designed to tell the fantastic story ofthe timeshare holiday experience – byletting happy RCI members, as well asthe great facts and figures around ourbusiness, do the talking.
A series of six eye-catching postersenable the facts and stats to tell thestory of the quality and popularity oftimeshare – enjoyed through RCImembership. For example, does yoursales team know that, based on 2011figures, there were as many as 1.7million weeks available* during thatyear in the RCI network? Or that 36 percent of the 4,000-plus RCI-affiliatedresorts have been rated RCI Gold orSilver Crown status by our members?
This persuasive information andmore is now available on six posters –three with a member benefits focus;one on credibility stats; and one eachon Weeks and Points product benefits.The posters are available in English,Portuguese, Spanish, German, Russian,Turkish and Finnish.
RCI members do the talking innine RCI interviews captured oncamera discussing positiveexperiences as timeshare owners andRCI members. They speakenthusiastically about the placestimeshare exchange has taken them,as well as the quality accommodationand facilities they enjoy. Visitwww.youtube.com/watch?v=hsAvsZ0BOH0&feature=g-upl to sample a clip.
Affiliates can use as many of thesevideo clips as needed, free of charge.There are five English speaking and afurther four are subtitled in English withthe original languages being French,German and Italian. In the comingmonths subtitled versions of these clipswill be available in 14 languages.* Based on total weeks deposited intothe RCI system more than 60 days inadvance of start date.
RCI Platinum Membership, a globalprogramme designed to provide a new level ofRCI membership benefits, has recently beenmade available to RCI’s weeks and pointsmembers across Europe and the Middle East.
Last June RCI Platinum was successfullylaunched in the UK market and just a yearlater there are almost 2,000 RCI Platinummembers in the UK.
RCI Platinum Membership costs £49 a year
and provides options to enrich the RCIexperience, including priority access toselected resorts, free unit upgrades whereavailable, and Member Rewards ranging from£15 to £24 on booking a number of RCIproducts which can be used towards furtherRCI transactions.
The programme will evolve and moreholiday travel and lifestyle benefits will be addedin the coming months.
YOUR PARTNERIN SALES
RCI PLATINUM ROLLS OUT IN EUROPE AND MIDDLE EAST
NEW RESORT DIRECTORY
The South African shared-ownership market has shown
undeniable resilience over the years and recent research
has revealed further opportunities for growth in the region.
8 | RCI Ventures, September 2012
TIMESHARE and South Africa go hand in hand. With a longseason, excellent beach resorts and stellar attractions such as safaris,the country has long been a prime shared-ownership market.
While the statistics uphold this position – there are400,480 members of clubs (using the points system) and341,295 owners of shared-vacation weeks at 183 resorts inSouth Africa – recently published research commissioned bythe Vacation Ownership Association of Southern Africa(VOASA) reveals its real strength.
The State of the Southern African Vacation OwnershipIndustry report found that timeshare is seeing green-shoots,with growth in resort memberships expected to be around 11 per cent in 2012.
The research also found that the country enjoys high averageoccupancy rates of 80.5 per cent and fast-moving sales – 40 percent of South African resorts sell out within a year.
The key study carried out by Grant Thornton* was presentedat the recent VOASA conference. It revealed South Africantimeshare owners enjoy exchanging – 47.3 per cent of thosesurveyed prefer to use an exchange system, while 48 per cent ofSouth Africa’s timeshare owners are members of RCI. They arealso passionate about visiting other parts of South Africa – 68per cent preferred to exchange into resorts within the country.
But the report also presented VOASA attendees with anumber of challenging opportunities – to better educate non-owners about the benefits of shared-ownership productsand to better handle the sales process. The report found thatthough there are high awareness levels of the existence oftimeshare amongst the country’s consumers, there was a verylimited understanding of different types of shared-ownershipproducts – from timeshare weeks and points to fractionalownerships. In terms of industry image, there was good newsas conference attendees were told South Africa’s advertisingauthority had indicated that complaints against the industryhad decreased to an insignificant level.
VOASA AND RCI MARK LONG HISTORYThis year’s VOASA conference, held in Durban, saw the greatestattendance in its history.
The conference focused on green technology, newinnovations in the industry, meeting the desires of a youngergeneration, and new and emerging markets such as
RCI Ventures, September 2012 | 9
SOUTHERN AFRICASHOWS ITS STRENGTH
QUOTE: ONE OF OUR FUNDAMENTAL DUTIES AND OBJECTIVES, AS ONE OF THEPIONEER COMPANIES IN THE SOUTH AFRICAN INDUSTRY AND WITH A 30-YEARPRESENCE IN THE MARKET, IS TO SUPPORT VOASA. DIMITRIS MANIKIS
SOUTH AFRICA
Mozambique, Mauritius, Seychelles, Kenya and Zanzibar.RCI, a VOASA founding member, is celebrating 30 years
in South Africa, and was a Platinum Sponsor of theconference. Dimitris Manikis, RCI’s vice president, businessdevelopment, Europe, Middle East, Africa, led a panelcalled A Review of the Shared-Vacation OwnershipIndustry – Challenges and Opportunities. The panelincluding Johan Jordaan of First Resorts, Ian Hume ofBreakers Resort, Marjorie Forssman of VRS, Chris Godenirof The Peninsula All-Suite Hotel, and Ian van Rensburg ofSondela, identified the industry’s main strength and threat.
It said its greatest pearl was its member base, which hasgood experiences of shared ownership. Meanwhile thepanel highlighted getting the wider travel and tourismindustries excited about investing in shared ownership asthe greatest challenge.
Manikis said: “This is one of the greatest shared-ownership markets in the world, with excellent propertiesand hundreds of thousands of happy, satisfied owners. Itwas really rewarding and refreshing to see the VOASAconference achieve a record number of attendees. It’s greatto have key players working under a unified body to protectthe industry there.
“One of our fundamental duties and objectives, as oneof the pioneer companies in the South African industryand with a 30-year presence in the market, is to supportVOASA. So we were delighted to be Platinum Sponsors ofthe conference and to engage with all in the region tobuild a stronger and brighter future.”
RCI’s work in the region was recognised at the VOASAAwards where its South Africa marketing team took theaward for Industry Team of the Year. Seamus Moore, RCI’sgroup affiliate services manager, said: “Our marketing teamworks very hard to be the best in the region and so it’sgreat to have this work acknowledged in such a way.
“This is a vibrant region where we’re seeing a definiteincrease in awareness of shared-ownership products in theresort development industry, and mixed-use developmentsare fast becoming part of many developers’ portfolios.
“South Africa is a thriving, growing market, andwe’re pleased to be there supporting developers everystep of the way.”
*Grant Thornton South Africa is a member ofGrant Thornton International, one of the world’sleading organisations of independent assurance,tax and advisory firms. Visit www.gt.co.za
SOUTH AFRICA BY THE NUMBERSAccording to the State of the SouthAfrican Vacation Ownership Industryreport, shared ownership is thriving inSouth Africa. The country has:● 10,870 units at 183 resorts● 43 per cent of its resorts in KwaZulu-Natal, 19 per cent in the Western Capeand 11 per cent in Mpumalanga● A strong domestic market with just five per cent of owners of South Africantimeshare based overseas● 94 per cent of resorts affiliated to aholiday exchange services provider● An increasing exchange companymembership base which demonstratedgrowth in 2010, with further expansionpredicted in the next five years.
FUTURE TRENDSIndustry leaders interviewed for theVOASA report expected to see thefollowing trends in the region:● New resort development in theWestern Cape and northern coast ofKwaZulu-Natal as well as in urban areas● Fractional ownership to remain a nichemarket, despite its recent growth in theregion● Possible potential for growth in PrivateResidence Clubs due to a current lack ofsupply in the market● An increase in green resortdevelopment initiatives● A move towards more mixed-usedevelopments, incorporating hotels andshared ownership.
V
Top: RCI’s Maria Vieira receives the VOASA Award on behalf of RCI for Industry Team of the Year. Middle and above: Dimitris Manikis, RCI’s vice president, businessdevelopment, Europe, MIddle East, Africa, presents and moderates a panel sessionat the 2012 VOASA Conference, which enjoyed a record attendance.
The South African shared-ownership market has shown
undeniable resilience over the years and recent research
has revealed further opportunities for growth in the region.
8 | RCI Ventures, September 2012
TIMESHARE and South Africa go hand in hand. With a longseason, excellent beach resorts and stellar attractions such as safaris,the country has long been a prime shared-ownership market.
While the statistics uphold this position – there are400,480 members of clubs (using the points system) and341,295 owners of shared-vacation weeks at 183 resorts inSouth Africa – recently published research commissioned bythe Vacation Ownership Association of Southern Africa(VOASA) reveals its real strength.
The State of the Southern African Vacation OwnershipIndustry report found that timeshare is seeing green-shoots,with growth in resort memberships expected to be around 11 per cent in 2012.
The research also found that the country enjoys high averageoccupancy rates of 80.5 per cent and fast-moving sales – 40 percent of South African resorts sell out within a year.
The key study carried out by Grant Thornton* was presentedat the recent VOASA conference. It revealed South Africantimeshare owners enjoy exchanging – 47.3 per cent of thosesurveyed prefer to use an exchange system, while 48 per cent ofSouth Africa’s timeshare owners are members of RCI. They arealso passionate about visiting other parts of South Africa – 68per cent preferred to exchange into resorts within the country.
But the report also presented VOASA attendees with anumber of challenging opportunities – to better educate non-owners about the benefits of shared-ownership productsand to better handle the sales process. The report found thatthough there are high awareness levels of the existence oftimeshare amongst the country’s consumers, there was a verylimited understanding of different types of shared-ownershipproducts – from timeshare weeks and points to fractionalownerships. In terms of industry image, there was good newsas conference attendees were told South Africa’s advertisingauthority had indicated that complaints against the industryhad decreased to an insignificant level.
VOASA AND RCI MARK LONG HISTORYThis year’s VOASA conference, held in Durban, saw the greatestattendance in its history.
The conference focused on green technology, newinnovations in the industry, meeting the desires of a youngergeneration, and new and emerging markets such as
RCI Ventures, September 2012 | 9
SOUTHERN AFRICASHOWS ITS STRENGTH
QUOTE: ONE OF OUR FUNDAMENTAL DUTIES AND OBJECTIVES, AS ONE OF THEPIONEER COMPANIES IN THE SOUTH AFRICAN INDUSTRY AND WITH A 30-YEARPRESENCE IN THE MARKET, IS TO SUPPORT VOASA. DIMITRIS MANIKIS
SOUTH AFRICA
Mozambique, Mauritius, Seychelles, Kenya and Zanzibar.RCI, a VOASA founding member, is celebrating 30 years
in South Africa, and was a Platinum Sponsor of theconference. Dimitris Manikis, RCI’s vice president, businessdevelopment, Europe, Middle East, Africa, led a panelcalled A Review of the Shared-Vacation OwnershipIndustry – Challenges and Opportunities. The panelincluding Johan Jordaan of First Resorts, Ian Hume ofBreakers Resort, Marjorie Forssman of VRS, Chris Godenirof The Peninsula All-Suite Hotel, and Ian van Rensburg ofSondela, identified the industry’s main strength and threat.
It said its greatest pearl was its member base, which hasgood experiences of shared ownership. Meanwhile thepanel highlighted getting the wider travel and tourismindustries excited about investing in shared ownership asthe greatest challenge.
Manikis said: “This is one of the greatest shared-ownership markets in the world, with excellent propertiesand hundreds of thousands of happy, satisfied owners. Itwas really rewarding and refreshing to see the VOASAconference achieve a record number of attendees. It’s greatto have key players working under a unified body to protectthe industry there.
“One of our fundamental duties and objectives, as oneof the pioneer companies in the South African industryand with a 30-year presence in the market, is to supportVOASA. So we were delighted to be Platinum Sponsors ofthe conference and to engage with all in the region tobuild a stronger and brighter future.”
RCI’s work in the region was recognised at the VOASAAwards where its South Africa marketing team took theaward for Industry Team of the Year. Seamus Moore, RCI’sgroup affiliate services manager, said: “Our marketing teamworks very hard to be the best in the region and so it’sgreat to have this work acknowledged in such a way.
“This is a vibrant region where we’re seeing a definiteincrease in awareness of shared-ownership products in theresort development industry, and mixed-use developmentsare fast becoming part of many developers’ portfolios.
“South Africa is a thriving, growing market, andwe’re pleased to be there supporting developers everystep of the way.”
*Grant Thornton South Africa is a member ofGrant Thornton International, one of the world’sleading organisations of independent assurance,tax and advisory firms. Visit www.gt.co.za
SOUTH AFRICA BY THE NUMBERSAccording to the State of the SouthAfrican Vacation Ownership Industryreport, shared ownership is thriving inSouth Africa. The country has:● 10,870 units at 183 resorts● 43 per cent of its resorts in KwaZulu-Natal, 19 per cent in the Western Capeand 11 per cent in Mpumalanga● A strong domestic market with just five per cent of owners of South Africantimeshare based overseas● 94 per cent of resorts affiliated to aholiday exchange services provider● An increasing exchange companymembership base which demonstratedgrowth in 2010, with further expansionpredicted in the next five years.
FUTURE TRENDSIndustry leaders interviewed for theVOASA report expected to see thefollowing trends in the region:● New resort development in theWestern Cape and northern coast ofKwaZulu-Natal as well as in urban areas● Fractional ownership to remain a nichemarket, despite its recent growth in theregion● Possible potential for growth in PrivateResidence Clubs due to a current lack ofsupply in the market● An increase in green resortdevelopment initiatives● A move towards more mixed-usedevelopments, incorporating hotels andshared ownership.
V
Top: RCI’s Maria Vieira receives the VOASA Award on behalf of RCI for Industry Team of the Year. Middle and above: Dimitris Manikis, RCI’s vice president, businessdevelopment, Europe, MIddle East, Africa, presents and moderates a panel sessionat the 2012 VOASA Conference, which enjoyed a record attendance.
10 | RCI Ventures, September 2012
THE COUNTRY that straddles two continentsfinds itself in a unique position in 2012, not justgeographically, but in facing both east and west as it looks to attract tourists and buyers of vacation-ownership property.
Buyers from western European markets – amainstay of western Turkish coastal resorts – arelooking at the country anew in the light of theeurozone crisis, while the huge spending power ofthe Middle Eastern and former-Soviet countries isalso being attracted to Turkey.
The bedrock for the shared-ownership sector isthe broader tourist industry, and here, the Turkishstate is committed to making huge improvements asthe government implements its Tourism Strategy ForTurkey – 2023. Designed to commemorate the 100thanniversary of the foundation of modern Turkey, theaim of the strategy is to ensure that Turkey becomesa world brand in tourism and is firmly in the world’stop five countries in terms of tourist visitor numbersand revenue generated by 2023.
Up until fairly recently, most tourismdevelopment in Turkey was concentrated around its7,200 kilometre coastline, particularly the Aegeanand Mediterranean coasts. The 2023 strategy looksto balance coastal development with expansion andinvestment in other areas, particularly health andthermal spas, winter tourism, mountaineering,congress and expo tourism and golf, among others.
GOING GLOBALThe story of timeshare in Turkey is very much thatof a once inward-looking industry which is nowadapting fast and increasingly looking to
QUOTE: AS WE DEVELOP NEW TIMESHARE PRODUCTS,WE BELIEVE THAT ARAB INVESTORS WILL BE ASIGNIFICANT NEW MARKET. ANGELA HENDERSON
COVER STORY
A concerted government push to boost tourism and the
repercussions of the eurozone crisis form a positive
backdrop for Turkey’s growing and diversifying
shared-ownership sector, as GEORGE SELL reports.
TO PLAY FORALL
international markets. Vassilis Themelidis, RCIregional director of business development forCentral, South and East Europe, says: “Turkey hasalways largely been a domestic market, whereTurkish developers were selling to Turks and theyin turn were mostly exchanging within Turkey.Over recent years this trend has changed as othernationalities, particularly the British, areincreasingly choosing resorts in Turkey toexchange into using their weeks and points.Moreover, developers and their marketing armsare looking for new markets inwhich to launch their products.This expansion is mainly headingto the east and the ex-Soviet Unioncountries.
“At the same time we have keyEuropean shared-ownershipdevelopers, such as Club La Costa,that have been in the market forsome years, and have recently expanded theirpresence in Turkey – Club La Costa doing so witha new resort in Kusadasi developed jointly withÖyze Group and managed by Ramada of theWyndham Hotel Group.” (See story, page 16).
RCI has operated in the Turkish market sincethe early 1990s, and currently has 49 affiliatedresorts in Turkey and Northern Cyprus. “In 2011we affiliated three new resorts, and four havealready been affiliated in the first six months of2012,” said Themelidis. “We have a healthypipeline as well, as there is an increased interestin shared-ownership models among Turkishdevelopers, which is why it is important for us to
TURKEY – THE FACTS• Population: 73,720,00
• GDP 2011: US $735.2 billion – 8.5 per cent higher
than 2010
• Organisation for Economic Cooperation and
Development (OECD) predicts that by 2017, Turkey
will be the second fastest-growing economy after
China
• In 2011, Turkey ranked as the 6th most popular
tourist destination in the world, and 4th in Europe,
(UNWTO World Tourism barometer)
• 2011 tourist arrivals: 31,456,076 (Ministry of
Culture and Tourism), up from 18,500,000 in 2006
• In 2009 the travel and tourism sector generated
TL 95.3 billion (US $52.8 billion) of economic activity
(approximately 10.2 per cent of GDP), employing
around 1.7 million people (7.2 per cent of total
employment in the country)
• In 2010, 36 per cent of overseas visitors came from
the UK, Russia and Germany. Other important
source markets are the Netherlands, MENA
countries, Iran, Ukraine, US, France, Scandinavia
and Japan.
TIMESHARE AND THE LAWTurkey pre-empted its EU neighbours and their
recent Timeshare Directive by almost a decade,
bringing in its own timeshare law in 2003 after much
lobbying from timeshare developers and other
interested parties, including RCI.
Turkish law insists on a 10-day cooling-off
period after any agreed sale, and a clear and
comprehensive detailing of the developer’s terms
and conditions in any sale agreement. If misleading
or incomplete information is included, any
agreement can be cancelled. There are also a
number of other consumer, planning and Land
Registry laws that developers must comply with.
It is anticipated that forthcoming updates to
environmental, tourism and investment, and
heritage protection laws, will also affect timeshare
operations to some extent.
Recent legislation, which may well give the
timeshare product a distinct advantage over the
whole-ownership vacation property sector, is a law
passed in February 2012 which states that any
foreigner visiting Turkey for any reason, including
tourism, cannot remain in the country for either
more that 90 consecutive days or more than 90 days
spread out over six months. To remain in Turkey for
longer than 90 days, the foreigner is obliged to have
a residence permit.
VassilisThemelidis
10 | RCI Ventures, September 2012
THE COUNTRY that straddles two continentsfinds itself in a unique position in 2012, not justgeographically, but in facing both east and west as it looks to attract tourists and buyers of vacation-ownership property.
Buyers from western European markets – amainstay of western Turkish coastal resorts – arelooking at the country anew in the light of theeurozone crisis, while the huge spending power ofthe Middle Eastern and former-Soviet countries isalso being attracted to Turkey.
The bedrock for the shared-ownership sector isthe broader tourist industry, and here, the Turkishstate is committed to making huge improvements asthe government implements its Tourism Strategy ForTurkey – 2023. Designed to commemorate the 100thanniversary of the foundation of modern Turkey, theaim of the strategy is to ensure that Turkey becomesa world brand in tourism and is firmly in the world’stop five countries in terms of tourist visitor numbersand revenue generated by 2023.
Up until fairly recently, most tourismdevelopment in Turkey was concentrated around its7,200 kilometre coastline, particularly the Aegeanand Mediterranean coasts. The 2023 strategy looksto balance coastal development with expansion andinvestment in other areas, particularly health andthermal spas, winter tourism, mountaineering,congress and expo tourism and golf, among others.
GOING GLOBALThe story of timeshare in Turkey is very much thatof a once inward-looking industry which is nowadapting fast and increasingly looking to
QUOTE: AS WE DEVELOP NEW TIMESHARE PRODUCTS,WE BELIEVE THAT ARAB INVESTORS WILL BE ASIGNIFICANT NEW MARKET. ANGELA HENDERSON
COVER STORY
A concerted government push to boost tourism and the
repercussions of the eurozone crisis form a positive
backdrop for Turkey’s growing and diversifying
shared-ownership sector, as GEORGE SELL reports.
TO PLAY FORALL
international markets. Vassilis Themelidis, RCIregional director of business development forCentral, South and East Europe, says: “Turkey hasalways largely been a domestic market, whereTurkish developers were selling to Turks and theyin turn were mostly exchanging within Turkey.Over recent years this trend has changed as othernationalities, particularly the British, areincreasingly choosing resorts in Turkey toexchange into using their weeks and points.Moreover, developers and their marketing armsare looking for new markets inwhich to launch their products.This expansion is mainly headingto the east and the ex-Soviet Unioncountries.
“At the same time we have keyEuropean shared-ownershipdevelopers, such as Club La Costa,that have been in the market forsome years, and have recently expanded theirpresence in Turkey – Club La Costa doing so witha new resort in Kusadasi developed jointly withÖyze Group and managed by Ramada of theWyndham Hotel Group.” (See story, page 16).
RCI has operated in the Turkish market sincethe early 1990s, and currently has 49 affiliatedresorts in Turkey and Northern Cyprus. “In 2011we affiliated three new resorts, and four havealready been affiliated in the first six months of2012,” said Themelidis. “We have a healthypipeline as well, as there is an increased interestin shared-ownership models among Turkishdevelopers, which is why it is important for us to
TURKEY – THE FACTS• Population: 73,720,00
• GDP 2011: US $735.2 billion – 8.5 per cent higher
than 2010
• Organisation for Economic Cooperation and
Development (OECD) predicts that by 2017, Turkey
will be the second fastest-growing economy after
China
• In 2011, Turkey ranked as the 6th most popular
tourist destination in the world, and 4th in Europe,
(UNWTO World Tourism barometer)
• 2011 tourist arrivals: 31,456,076 (Ministry of
Culture and Tourism), up from 18,500,000 in 2006
• In 2009 the travel and tourism sector generated
TL 95.3 billion (US $52.8 billion) of economic activity
(approximately 10.2 per cent of GDP), employing
around 1.7 million people (7.2 per cent of total
employment in the country)
• In 2010, 36 per cent of overseas visitors came from
the UK, Russia and Germany. Other important
source markets are the Netherlands, MENA
countries, Iran, Ukraine, US, France, Scandinavia
and Japan.
TIMESHARE AND THE LAWTurkey pre-empted its EU neighbours and their
recent Timeshare Directive by almost a decade,
bringing in its own timeshare law in 2003 after much
lobbying from timeshare developers and other
interested parties, including RCI.
Turkish law insists on a 10-day cooling-off
period after any agreed sale, and a clear and
comprehensive detailing of the developer’s terms
and conditions in any sale agreement. If misleading
or incomplete information is included, any
agreement can be cancelled. There are also a
number of other consumer, planning and Land
Registry laws that developers must comply with.
It is anticipated that forthcoming updates to
environmental, tourism and investment, and
heritage protection laws, will also affect timeshare
operations to some extent.
Recent legislation, which may well give the
timeshare product a distinct advantage over the
whole-ownership vacation property sector, is a law
passed in February 2012 which states that any
foreigner visiting Turkey for any reason, including
tourism, cannot remain in the country for either
more that 90 consecutive days or more than 90 days
spread out over six months. To remain in Turkey for
longer than 90 days, the foreigner is obliged to have
a residence permit.
VassilisThemelidis
12 | RCI Ventures, September 2012
have local market representation to support ourdevelopers in the country.”
Themelidis explained that the most populartimeshare destinations for international tourists areAntalya, Bodrum (Mugla), Kusadasi (Aydin), Izmir,Didim (Aydin), Marmaris (Mugla), as well as NorthernCyprus. Meanwhile, Balikesir, Afyonkarahisar,Kastamonu, Ankara, Yalova and Uludag (Bursa) arevery popular with Turkish nationals.
Ali Egilmez, RCI affiliate services manager,Turkey, added: “This is a very exciting market forour industry and one in which we have seen a lotof growth in recent years. Since 2009, RCI hasenjoyed a significant incremental increase in itsbusiness activity in Turkey and this looks set tocontinue. With many new industry entrants andexisting developers looking at new product inTurkey, it is important to RCI that we have astrong presence in this market to ensure we areon hand to fully support our developers.”
URBAN INVESTMENTThere is a growing expectation that urban markets,and particularly the city of Istanbul, will become agrowth market for the timeshare sector. Indeed,there are already a number of hotels and resorts inIstanbul offering timeshare. Arda Aksaray of ClubDedeman Bodrum Evleri believes that the city isbecoming an important centre of interest for MiddleEastern buyers, and Orhan Karaderili, developer ofHoliday & Leisure Club - Kusadasi, says the HLC-KRD Group is focused on acquiring new propertiesin Istanbul, particularly geared toward the MiddleEastern market.
Berrin Tzampaz, founder partner of property lawfirm Bonalegal, commented: “The development ofIstanbul as a city centre destination is noteworthy. Itattracts many types of tourist, and is a majorcongress and conference, cultural, historical,shopping and business destination.
“New hotel and resort investment is expandingall over the city. Many previously unknown andunconsidered locations at the edge of the city arebecoming popular for new investments withalternative, customised products.”
Having looked at the significant potential forgrowth and diversification in Turkey’s timeshareindustry, developers and operators are keen to workboth individually and collectively to promote bestpractice throughout the industry in order to establishconsumer trust in the product and to foster a widerunderstanding of how the industry works.
THE CHALLENGETayfun Sarman of Club Armonia believes thebiggest challenge in Turkish timeshare is
overcoming the mistrust among consumers.“This was created by investors, marketers,
administrators and resellers using disorganisedand aggressive sales techniques, without providingenough after-sales support to the customer,” hesaid. “Industry operators are now focused onproviding better quality customer service andworking closely together to handle any consumerissues they encounter, quickly and professionally,before they become problems.”
Taner Aydin of Riverside Holiday Village has asimilar viewpoint. “There is a need for a change insales techniques, as well as a need for aninvestment in enhancing the image of timeshare,”he said. “Timeshare resorts need to choose theright sales and marketing partners, using theright, transparent sales techniques.”
Developers also need to adopt the very bestpractices possible, according to Hakan Kolak ofDedeman Points and Vacations Systems, thetimeshare division of the Dedeman hotel chain.
“One of the most important factors to ensurerapid development of the sector in Turkey is thereliability of the developer,” he explained.“Timeshare is a sector where the purchaser ishappy when the resort, the call centre and theexchange system all provide a great service. Thefailure of any of one of these components couldundermine the reliability and reputation of thesector, which is why it is important to ensure weall work together to get it right every time.”
Karaderili believes that the sales andmarketing techniques of ‘the bad old days’ are notonly outdated but also no longer effective. “Hard-sell no longer exists in the thermal business,” hesaid. “As a more efficient approach we use othersales methods such as extensive advertising,media planning and more aggressive internetusage.”
He also thinks that developing a franchiseenetwork is essential if you are to broaden yourreach into new markets.
SUCCESS IS IN THE MIXAnother growth area is for operators to helpdevelopers from other real estate sectors –including whole ownership but particularly hotelchains – to add timeshare to their product mix.
Aksaray added: “We are more focused on usingour expertise in selling timeshare for new entrantsand established hotels, selling their unoccupiedperiods.
“We are expecting to see more hotels trying tosell a limited amount of their inventory astimeshare. We have seen very positive feedback,as having timeshare in the mix can have a
QUOTE: WE FORSEE TURKEY AS A STRONG MARKET,TODAY AND IN THE FUTURE, BACKED BY A GROWINGECONOMY AND INCREASING SPENDING. ARDA AKSARAY
COVER STORY
Ali Egilmez, RCIaffiliate servicesmanager, Turkey.
Berrin Tzampazof property lawfirm Bonalegal.
Tayfun Sarman ofClub Armonia.
Taner Aydin ofRiversideHoliday Village.
Pictured opposite
Top: ClubArmonia isidyllically locatedon the TurkishRiviera atBodrum.Below: AphroditeBeachfront Villagein NorthernCyprus attractsmuch interestfrom buyers in theArab regions, whoexpect high-specfacilities.
12 | RCI Ventures, September 2012
have local market representation to support ourdevelopers in the country.”
Themelidis explained that the most populartimeshare destinations for international tourists areAntalya, Bodrum (Mugla), Kusadasi (Aydin), Izmir,Didim (Aydin), Marmaris (Mugla), as well as NorthernCyprus. Meanwhile, Balikesir, Afyonkarahisar,Kastamonu, Ankara, Yalova and Uludag (Bursa) arevery popular with Turkish nationals.
Ali Egilmez, RCI affiliate services manager,Turkey, added: “This is a very exciting market forour industry and one in which we have seen a lotof growth in recent years. Since 2009, RCI hasenjoyed a significant incremental increase in itsbusiness activity in Turkey and this looks set tocontinue. With many new industry entrants andexisting developers looking at new product inTurkey, it is important to RCI that we have astrong presence in this market to ensure we areon hand to fully support our developers.”
URBAN INVESTMENTThere is a growing expectation that urban markets,and particularly the city of Istanbul, will become agrowth market for the timeshare sector. Indeed,there are already a number of hotels and resorts inIstanbul offering timeshare. Arda Aksaray of ClubDedeman Bodrum Evleri believes that the city isbecoming an important centre of interest for MiddleEastern buyers, and Orhan Karaderili, developer ofHoliday & Leisure Club - Kusadasi, says the HLC-KRD Group is focused on acquiring new propertiesin Istanbul, particularly geared toward the MiddleEastern market.
Berrin Tzampaz, founder partner of property lawfirm Bonalegal, commented: “The development ofIstanbul as a city centre destination is noteworthy. Itattracts many types of tourist, and is a majorcongress and conference, cultural, historical,shopping and business destination.
“New hotel and resort investment is expandingall over the city. Many previously unknown andunconsidered locations at the edge of the city arebecoming popular for new investments withalternative, customised products.”
Having looked at the significant potential forgrowth and diversification in Turkey’s timeshareindustry, developers and operators are keen to workboth individually and collectively to promote bestpractice throughout the industry in order to establishconsumer trust in the product and to foster a widerunderstanding of how the industry works.
THE CHALLENGETayfun Sarman of Club Armonia believes thebiggest challenge in Turkish timeshare is
overcoming the mistrust among consumers.“This was created by investors, marketers,
administrators and resellers using disorganisedand aggressive sales techniques, without providingenough after-sales support to the customer,” hesaid. “Industry operators are now focused onproviding better quality customer service andworking closely together to handle any consumerissues they encounter, quickly and professionally,before they become problems.”
Taner Aydin of Riverside Holiday Village has asimilar viewpoint. “There is a need for a change insales techniques, as well as a need for aninvestment in enhancing the image of timeshare,”he said. “Timeshare resorts need to choose theright sales and marketing partners, using theright, transparent sales techniques.”
Developers also need to adopt the very bestpractices possible, according to Hakan Kolak ofDedeman Points and Vacations Systems, thetimeshare division of the Dedeman hotel chain.
“One of the most important factors to ensurerapid development of the sector in Turkey is thereliability of the developer,” he explained.“Timeshare is a sector where the purchaser ishappy when the resort, the call centre and theexchange system all provide a great service. Thefailure of any of one of these components couldundermine the reliability and reputation of thesector, which is why it is important to ensure weall work together to get it right every time.”
Karaderili believes that the sales andmarketing techniques of ‘the bad old days’ are notonly outdated but also no longer effective. “Hard-sell no longer exists in the thermal business,” hesaid. “As a more efficient approach we use othersales methods such as extensive advertising,media planning and more aggressive internetusage.”
He also thinks that developing a franchiseenetwork is essential if you are to broaden yourreach into new markets.
SUCCESS IS IN THE MIXAnother growth area is for operators to helpdevelopers from other real estate sectors –including whole ownership but particularly hotelchains – to add timeshare to their product mix.
Aksaray added: “We are more focused on usingour expertise in selling timeshare for new entrantsand established hotels, selling their unoccupiedperiods.
“We are expecting to see more hotels trying tosell a limited amount of their inventory astimeshare. We have seen very positive feedback,as having timeshare in the mix can have a
QUOTE: WE FORSEE TURKEY AS A STRONG MARKET,TODAY AND IN THE FUTURE, BACKED BY A GROWINGECONOMY AND INCREASING SPENDING. ARDA AKSARAY
COVER STORY
Ali Egilmez, RCIaffiliate servicesmanager, Turkey.
Berrin Tzampazof property lawfirm Bonalegal.
Tayfun Sarman ofClub Armonia.
Taner Aydin ofRiversideHoliday Village.
Pictured opposite
Top: ClubArmonia isidyllically locatedon the TurkishRiviera atBodrum.Below: AphroditeBeachfront Villagein NorthernCyprus attractsmuch interestfrom buyers in theArab regions, whoexpect high-specfacilities.
14 | RCI Ventures, September 2012
dramatic increase on their occupancy figures.”In common with many key players in the
sector, Karaderili is bullish about the future:“During an economically turbulent period whenthe timeshare industry in Europe faceschallenges, the industry in Turkey is certainlybooming with new avenues of expansion.”
Aksaray agrees: “We forsee Turkey as a strongmarket, today and in the future, backed by agrowing economy and increasing spending. TheTurkish market is dominated by the conventionaltimeshare product, but we believe that new waysof packaging and selling the product will beavailable soon.”
THERMAL BUSINESS HOTS UPOne of the key strands of the government’stourism strategy is to develop health and thermalspa resorts, and the country’s timesharedevelopers are already heavily involved in the field.
Karaderili of Holiday & Leisure Club -Kusadasi, said: “Since the new economic andsocial trends in Turkey started to include healthtourism in addition to leisure, we have beenlooking into new avenues of expansion in thethermal resort business.
“This is the area where there is the greatestpotential for industry expansion and newdevelopment in Turkey, which ranks first in Europein terms of potential thermal resources and thirdin terms of hot spring facilities. More than 1,500hot spring sources in Turkey are of superior qualityto numerous other European counterparts interms of physical and chemical properties. Interms of resource variety and potential, Turkey isconsidered among the top seven countries in theworld.”
Karaderili’s company has developed a businessplan to capitalise on this growing sector.
“Foreseeing a market niche in the thermalsector in 2009, HLC-KRD Group extended itsbusiness by acquiring a five-star hotel in a world-renowned region for thermal waters recognised fortheir outstanding rejuvenation and healingcapacity,” he explained.
“One of the major advantages of this expansionis that it offers a year-round holiday alternative inthe timeshare industry. Since seaside resorts havea limited time span for usage, the thermal andhealth industry presents a much more profitableenterprise. The Group now has two otherinvestments in this field in the Marmara andAegean region.”
RCI’s Themelidis has also witnessed “anincreased interest in thermal resorts anddestinations”. He said: “Upcoming hotspots will be
Afyonkarahisar, Ankara, Balikesir and Yalova, all ofwhich are considered to be the main thermalsources within the country.”
NORTHERN LIGHTAn interesting offshoot of the Turkish market isthe timeshare and fractional ownership sector inNorthern Cyprus, which is attracting both Turkishbuyers and those from further afield. AngelaHenderson, marketing manager of EvergreenDevelopments, said: “Turkey launched ‘NorthCyprus Year (Kuzey Kibris Yil)’ in 2011 to promotetourism in North Cyprus, and it is investing heavilyin its institutions and infrastructure.”
She says Evergreen Developments is seeing aninteresting mix of clientele at its AphroditeBeachfront Village project. “Our main market iscurrently ex-pats working in the oil and otherindustries in the Middle East,” she explained.“They are our market for whole ownership,fractionals and vacations. As we develop newtimeshare products, we believe that Arab investorswill be a significant new market, and have alreadyhad interest from potential purchasers in theregion.”
Catering for these new markets has had animpact on the design and specification ofEvergreen’s products, as Henderson pointed out.“Clients from the Middle East expect a very highlevel of both customer care and resort facilities,”she said. “We have responded to this, establishinga high-end, five-star feel to our site, with all-yearluxury facilities, including an indoor spa and pool,as well as high levels of staffing and customerservice.”
The continued financial uncertaintysurrounding the eurozone also represents asignificant opportunity for Turkey and NorthernCyprus to attract new buyers and investors,according to Henderson.
“New banks are being launched which offerhigh rates of interest, and which are closed toEuropean scrutiny, attracting investors who usedto invest in the Swiss banks,” Henderson added.“We are excited by the fact that the eurozonecrisis has pushed Turkey and Northern Cyprusinto the spotlight. Buyers who previously mighthave preferred a mainstream European site arenow much more interested in spending time in aplace with a much more secure currency and alower cost of living.”
As developers acclimatise to the changingeconomic landscape, it is proving true that out of crisis comes opportunity and the resortdevelopment industry in Turkey has been quick tocapitalise on its strengths in today’s market.
QUOTE: SINCE SEASIDE RESORTS HAVE A LIMITED TIME SPANFOR USAGE, THE THERMAL AND HEALTH INDUSTRY PRESENTSA MUCH MORE PROFITABLE ENTERPRISE. ORHAN KARADERILI
COVER STORY
Arda Aksaray ofClub DedemanBodrum Evleri.
Hakan Kolak ofDedeman Pointsand VacationsSystems.
Orhan Karaderili,developer ofHoliday & LeisureClub - Kusadasi.
Pictured opposite
Clockwise fromtop left: Thegardens and poolarea of ClubDedeman BodrumEvleri, which is ona hill above thetown of Bodrum;Dedeman AntalyaHotel &Convention Centrein Antalya is aDedeman Pointsand VacationsSystems resort and part of theDedeman hotelchain; RiversideHoliday Village inthe foothills ofKyrenia inNorthern Cyprus;the indoor poolarea at Holiday &Leisure Club -Kusadasi.V
14 | RCI Ventures, September 2012
dramatic increase on their occupancy figures.”In common with many key players in the
sector, Karaderili is bullish about the future:“During an economically turbulent period whenthe timeshare industry in Europe faceschallenges, the industry in Turkey is certainlybooming with new avenues of expansion.”
Aksaray agrees: “We forsee Turkey as a strongmarket, today and in the future, backed by agrowing economy and increasing spending. TheTurkish market is dominated by the conventionaltimeshare product, but we believe that new waysof packaging and selling the product will beavailable soon.”
THERMAL BUSINESS HOTS UPOne of the key strands of the government’stourism strategy is to develop health and thermalspa resorts, and the country’s timesharedevelopers are already heavily involved in the field.
Karaderili of Holiday & Leisure Club -Kusadasi, said: “Since the new economic andsocial trends in Turkey started to include healthtourism in addition to leisure, we have beenlooking into new avenues of expansion in thethermal resort business.
“This is the area where there is the greatestpotential for industry expansion and newdevelopment in Turkey, which ranks first in Europein terms of potential thermal resources and thirdin terms of hot spring facilities. More than 1,500hot spring sources in Turkey are of superior qualityto numerous other European counterparts interms of physical and chemical properties. Interms of resource variety and potential, Turkey isconsidered among the top seven countries in theworld.”
Karaderili’s company has developed a businessplan to capitalise on this growing sector.
“Foreseeing a market niche in the thermalsector in 2009, HLC-KRD Group extended itsbusiness by acquiring a five-star hotel in a world-renowned region for thermal waters recognised fortheir outstanding rejuvenation and healingcapacity,” he explained.
“One of the major advantages of this expansionis that it offers a year-round holiday alternative inthe timeshare industry. Since seaside resorts havea limited time span for usage, the thermal andhealth industry presents a much more profitableenterprise. The Group now has two otherinvestments in this field in the Marmara andAegean region.”
RCI’s Themelidis has also witnessed “anincreased interest in thermal resorts anddestinations”. He said: “Upcoming hotspots will be
Afyonkarahisar, Ankara, Balikesir and Yalova, all ofwhich are considered to be the main thermalsources within the country.”
NORTHERN LIGHTAn interesting offshoot of the Turkish market isthe timeshare and fractional ownership sector inNorthern Cyprus, which is attracting both Turkishbuyers and those from further afield. AngelaHenderson, marketing manager of EvergreenDevelopments, said: “Turkey launched ‘NorthCyprus Year (Kuzey Kibris Yil)’ in 2011 to promotetourism in North Cyprus, and it is investing heavilyin its institutions and infrastructure.”
She says Evergreen Developments is seeing aninteresting mix of clientele at its AphroditeBeachfront Village project. “Our main market iscurrently ex-pats working in the oil and otherindustries in the Middle East,” she explained.“They are our market for whole ownership,fractionals and vacations. As we develop newtimeshare products, we believe that Arab investorswill be a significant new market, and have alreadyhad interest from potential purchasers in theregion.”
Catering for these new markets has had animpact on the design and specification ofEvergreen’s products, as Henderson pointed out.“Clients from the Middle East expect a very highlevel of both customer care and resort facilities,”she said. “We have responded to this, establishinga high-end, five-star feel to our site, with all-yearluxury facilities, including an indoor spa and pool,as well as high levels of staffing and customerservice.”
The continued financial uncertaintysurrounding the eurozone also represents asignificant opportunity for Turkey and NorthernCyprus to attract new buyers and investors,according to Henderson.
“New banks are being launched which offerhigh rates of interest, and which are closed toEuropean scrutiny, attracting investors who usedto invest in the Swiss banks,” Henderson added.“We are excited by the fact that the eurozonecrisis has pushed Turkey and Northern Cyprusinto the spotlight. Buyers who previously mighthave preferred a mainstream European site arenow much more interested in spending time in aplace with a much more secure currency and alower cost of living.”
As developers acclimatise to the changingeconomic landscape, it is proving true that out of crisis comes opportunity and the resortdevelopment industry in Turkey has been quick tocapitalise on its strengths in today’s market.
QUOTE: SINCE SEASIDE RESORTS HAVE A LIMITED TIME SPANFOR USAGE, THE THERMAL AND HEALTH INDUSTRY PRESENTSA MUCH MORE PROFITABLE ENTERPRISE. ORHAN KARADERILI
COVER STORY
Arda Aksaray ofClub DedemanBodrum Evleri.
Hakan Kolak ofDedeman Pointsand VacationsSystems.
Orhan Karaderili,developer ofHoliday & LeisureClub - Kusadasi.
Pictured opposite
Clockwise fromtop left: Thegardens and poolarea of ClubDedeman BodrumEvleri, which is ona hill above thetown of Bodrum;Dedeman AntalyaHotel &Convention Centrein Antalya is aDedeman Pointsand VacationsSystems resort and part of theDedeman hotelchain; RiversideHoliday Village inthe foothills ofKyrenia inNorthern Cyprus;the indoor poolarea at Holiday &Leisure Club -Kusadasi.V
With three resort developments in Turkey in the space of just four
years, Club La Costa World Resorts & Hotels is demonstrating
success with its mixed-use model outside of its more traditional
European holiday destinations. JUDI EVERITT reports.
16 | RCI Ventures, September 2012
IF A SINGLE word were to describe Club LaCosta World Resorts & Hotels (CLC World) itwould have to be innovative. Since foundingClub La Costa in 1984, chairman Roy Peires,has demonstrated an unerring instinct formoving his company in new directions, neverstanding still, but turning each challenge inthe marketplace to a fresh business advantage.
Having started out as a small operationwith a handful of apartments in southernSpain, long-time RCI affiliate, CLC World,today has 28 resorts in seven countries.
A significant development has been thecompany’s entry into the US market. It
RCI Ventures, September 2012 | 17
IT UPMIXINGEAST
QUOTE: WE HAVE COME A LONG WAY FROM TRADITIONAL TIMESHARE WEEKS ANDFLOATING WEEKS TO HAVING A HUGELY SUCCESSFUL VACATION CLUB POINTS SYSTEMAND A DYNAMIC FREEHOLD PROPERTY BUSINESS. ROY PEIRES
DEVELOPMENTS
crossed the pond in 2010 and has oneoperational resort and a second in the pipeline.
Turkey has also become an important marketfocus for CLC World where, building on agrowing resort portfolio in the country, a thirdproject is to be constructed.
THE MODEL“We have come a long way from traditionaltimeshare weeks and floating weeks to having ahugely successful Vacation Club points systemand a dynamic freehold property business,” saidPeires. “Recently we added to this diversity witha holiday rentals division, and the launch of a
unique fractional product in Spain which isalready having sensational results for us. Fiveyears ago we spotted the potential of theAegean coast of Turkey as a new destinationand entry to that market is working very well.”
CLC World’s two operational Turkish resortshave achieved sell-out of almost 750 freeholdunits. It is a truly mixed-use model with anumber of units reserved for timeshare clientsand rentals. The route to market also mixes itup, with marketing through high street travelagents as well as direct bookings.
The latest project will bring the prestigiousRamada Hotel chain – part of the WyndhamWorldwide Hotel hospitality group – into themix, enriching the CLC World mixed-usemodel and attracting a new type of hotel client.
Using its large member database, as well askeeping its finger on the pulse of emergingholiday trends, are key to the way in whichCLC World develops new products and expandsits worldwide resort portfolio. More than1,000 of its members have already chosen toown a slice of a CLC resort by purchasing afreehold home and property sales todayaccount for more than 25 per cent of thecompany’s overall business interests.
Consumer intelligence filtering back fromthe company’s busy sales decks indicates that,despite worsening European economies, manymembers continue to want to buy a holidayproperty. Club La Costa’s offering is particularlyattractive because of the ownership options,from outright whole ownership to timeshareand fractional. Brand loyalty and the security ofdealing with a trusted company drives thisdemand. Being able to trade in points hasenabled many to achieve whole ownership,while others prefer to keep their points and theholidaying flexibility they enjoy, while also
buying a property to let. Because CLC World isaffiliated to RCI, its members also have access tothe more than 4,000 resorts affiliated to theworld’s leading holiday exchange company.
WHY TURKEY?The move beyond Europe’s traditional holidayhot spots sprang primarily from the need to offera less expensive property alternative to the Costadel Sol and the UK, as house prices in bothdestinations rose sharply, while the worseningEuropean economies made families morecautious about spending. Peires and his teamfound what they were looking for in Turkey, andsubsequently in the US – destinations wheremarket conditions were favourable for propertyinvestment, as well as being much in demand byCLC World’s Vacation Club members.
Turkey presented some unique challenges,including marketing in a different language andoperating in a different culture. While it wasn’t aprerequisite to have a local business partner, CLCWorld has benefited from the evolution of aninvaluable and solid working relationship withthe Turkish Özyer Group – with its reputationfor building high-grade projects on the Aegean– for all three of its resorts in the country.
“We have not only had EU laws andregulations to comply with,” said Peires, “but
Top: The private jettyat Apollonium Spa &Beach Club.Above: From right:Putting pen to paperto seal their newresort project areRoy Peires, CLCWorld chairman,Christian Michel,Wyndham HotelGroup for Ramadaand Süleyman Özyer,chairman of ÖzyerGroup.
Pictured above: Apollonium Spa &Beach Club, CLC’s
upmarket resortdevelopment in
Bozbuk Bay, Turkey.
IN THE
With three resort developments in Turkey in the space of just four
years, Club La Costa World Resorts & Hotels is demonstrating
success with its mixed-use model outside of its more traditional
European holiday destinations. JUDI EVERITT reports.
16 | RCI Ventures, September 2012
IF A SINGLE word were to describe Club LaCosta World Resorts & Hotels (CLC World) itwould have to be innovative. Since foundingClub La Costa in 1984, chairman Roy Peires,has demonstrated an unerring instinct formoving his company in new directions, neverstanding still, but turning each challenge inthe marketplace to a fresh business advantage.
Having started out as a small operationwith a handful of apartments in southernSpain, long-time RCI affiliate, CLC World,today has 28 resorts in seven countries.
A significant development has been thecompany’s entry into the US market. It
RCI Ventures, September 2012 | 17
IT UPMIXINGEAST
QUOTE: WE HAVE COME A LONG WAY FROM TRADITIONAL TIMESHARE WEEKS ANDFLOATING WEEKS TO HAVING A HUGELY SUCCESSFUL VACATION CLUB POINTS SYSTEMAND A DYNAMIC FREEHOLD PROPERTY BUSINESS. ROY PEIRES
DEVELOPMENTS
crossed the pond in 2010 and has oneoperational resort and a second in the pipeline.
Turkey has also become an important marketfocus for CLC World where, building on agrowing resort portfolio in the country, a thirdproject is to be constructed.
THE MODEL“We have come a long way from traditionaltimeshare weeks and floating weeks to having ahugely successful Vacation Club points systemand a dynamic freehold property business,” saidPeires. “Recently we added to this diversity witha holiday rentals division, and the launch of a
unique fractional product in Spain which isalready having sensational results for us. Fiveyears ago we spotted the potential of theAegean coast of Turkey as a new destinationand entry to that market is working very well.”
CLC World’s two operational Turkish resortshave achieved sell-out of almost 750 freeholdunits. It is a truly mixed-use model with anumber of units reserved for timeshare clientsand rentals. The route to market also mixes itup, with marketing through high street travelagents as well as direct bookings.
The latest project will bring the prestigiousRamada Hotel chain – part of the WyndhamWorldwide Hotel hospitality group – into themix, enriching the CLC World mixed-usemodel and attracting a new type of hotel client.
Using its large member database, as well askeeping its finger on the pulse of emergingholiday trends, are key to the way in whichCLC World develops new products and expandsits worldwide resort portfolio. More than1,000 of its members have already chosen toown a slice of a CLC resort by purchasing afreehold home and property sales todayaccount for more than 25 per cent of thecompany’s overall business interests.
Consumer intelligence filtering back fromthe company’s busy sales decks indicates that,despite worsening European economies, manymembers continue to want to buy a holidayproperty. Club La Costa’s offering is particularlyattractive because of the ownership options,from outright whole ownership to timeshareand fractional. Brand loyalty and the security ofdealing with a trusted company drives thisdemand. Being able to trade in points hasenabled many to achieve whole ownership,while others prefer to keep their points and theholidaying flexibility they enjoy, while also
buying a property to let. Because CLC World isaffiliated to RCI, its members also have access tothe more than 4,000 resorts affiliated to theworld’s leading holiday exchange company.
WHY TURKEY?The move beyond Europe’s traditional holidayhot spots sprang primarily from the need to offera less expensive property alternative to the Costadel Sol and the UK, as house prices in bothdestinations rose sharply, while the worseningEuropean economies made families morecautious about spending. Peires and his teamfound what they were looking for in Turkey, andsubsequently in the US – destinations wheremarket conditions were favourable for propertyinvestment, as well as being much in demand byCLC World’s Vacation Club members.
Turkey presented some unique challenges,including marketing in a different language andoperating in a different culture. While it wasn’t aprerequisite to have a local business partner, CLCWorld has benefited from the evolution of aninvaluable and solid working relationship withthe Turkish Özyer Group – with its reputationfor building high-grade projects on the Aegean– for all three of its resorts in the country.
“We have not only had EU laws andregulations to comply with,” said Peires, “but
Top: The private jettyat Apollonium Spa &Beach Club.Above: From right:Putting pen to paperto seal their newresort project areRoy Peires, CLCWorld chairman,Christian Michel,Wyndham HotelGroup for Ramadaand Süleyman Özyer,chairman of ÖzyerGroup.
Pictured above: Apollonium Spa &Beach Club, CLC’s
upmarket resortdevelopment in
Bozbuk Bay, Turkey.
IN THE
18 | RCI Ventures, September 2012
QUOTE: WE HAVE NOT ONLY HAD EU LAWS TO COMPLYWITH, BUT A JURISDICTION AND CULTURE THAT ISDIFFERENT TO THAT WE ARE USED TO. ROY PEIRES
DEVELOPMENTS
a jurisdiction and a culture that is very different tothat we are used to. Working with Turkish nationalsof the standing of the Özyer Group means bringingtheir local knowledge to bear in our developmentsand this has helped avoid what could otherwisehave been a long and difficult learning curve.”
MIXED-USE DEVELOPMENT CLC World has been refining its mixed-use resortmodel over several years. The adoption of mixed-use was initially triggered by demand frommembers to own, which led to a CLC freeholdsales division being introduced in 2005. Rapidsell-out of developments at its three UK resorts andon Spain’s Costa del Sol followed. Sold mostly witha leaseback arrangement or a guaranteed rentalreturn, holiday rentals were an inevitable next step.
Peires explained: “Because our successfulfreehold sales take place in Club La Costa-plannedcommunities, this has allowed us to increase thepace at which we develop resorts, as we are seeingin Turkey and the US. This is exciting for us and forour members, who benefit from greater choice.”
The combination of whole- and shared-ownerships, plus rentals, in CLC World’s Turkishoperations, has seen the company develop resortsof a scale that would not be feasible for timesharealone, and to offer more – and a greater variety of– leisure facilities. Its Turkish resorts offer multiplerestaurants, spas, beach clubs, aqua parks and, atKusadasi Golf & Spa resort – which opened in Maythis year – an 18-hole golf course.
From the outset of the Turkish venture with CLCWorld’s first resort in the country – Apollonium Spa& Beach Club, a 300+ unit upscale developmentspilling directly onto a pristine beach in peacefulBozbuk Bay, near Altinkum – the company designedits resort model to be a mix of freehold homes,holiday rentals and club member accommodation.Apollonium was partly built when acquired, andthe company set about investing in theinfrastructure and facilities to achieve the qualitylevel CLC World is renowned for across Europe,having dismissed many other projects for notmeeting its exacting build standards.
Its first resort had barely opened before thecompany had embarked on a second even biggerproperty, the 500+ unit Kusadasi Golf & Spa, closeto two beaches and the vibrant seaside town fromwhich it takes its name. Its location appeals to adifferent market segment to that of the moresecluded Apollonium, though both are self-contained centres for ‘stay on resort’ holidays; withexcursion programmes that include the Aegean’sclose by ‘must visit’ attractions such as themagnificent ruins of Ephesus.
NEXT STEPCLC World’s mixed-use model has proved itself asthe way forward for the company, the advantageof a 50,000+ member database keeps themarketing costs low, and considerably below thatfor a trial membership product which had beenits main sales tool. The announcement of its latestproject, on prime sea-facing land in the town ofKusadasi, takes this model to another level with a200-room hotel, and potentially even moreresidences. It is being designed in collaborationwith Özyer and Ramada Hotels, who will managethe resort and CLC World has launched sales.
Carole Detheridge, regional director for CLCWorld in Turkey, where there are currently threesales decks, said: “Our members get a high-quality holiday home and because we work hardto maximise rental returns, they like this type ofinvestment. Ramada shares our standards – whichis what our members want. We expect toannounce a fourth project before long which wewill not just be marketing to our traditionalBritish clients, but opening up sales to othernationalities.”
At the recent press launch in Kusadasi, localdignitaries highlighted the importance of thecompanies involved in the project to the localeconomy. The Governor of Aydin, Kerem Al saidKusadasi was an important tourism destinationfor both the region and Turkey, and by developingthere, these big brand companies are benefitingboth the local area and the country. BasaranUlusoy, chairman of the Turkish Travel AgenciesAssociation welcomed the arrival of theRamada/CLC World resort as adding great value,while the Mayor of Kusadasi, Esat Altungun,thanked the companies for investing in the town,which was enjoying an upward trend.
CLC World is currently pursuing further resortacquisitions in Turkey, as well as in the US andacross Europe, where it is seeking opportunities,particularly those featuring existing operations.Peires said: “Turkey is fantastic for us, but it hasnot been easy to get to where we are now. We arelooking forward to expanding our portfolio withour developer partners, Özyer, and Ramada withits prestigious international brand, to otherpopular Turkish holiday locations.”
Swimming pool andbridge at KusadasiGolf & Spa. A resortwith more than 500units near theTurkish seasideresort of the samename.
V
Few families would have the business acumen and the skills needed
to develop a resort but, as SARAH LEE discovers, not many are like
the Ježos, newcomers to the timeshare market.
MARTINA Matt Ježovácomes from a family of astutebusiness people – her fatherStanislav and mother Annastarted Italmarket Slovakia a.s,one of the largest family-owned distribution networksin Slovakia.
Anna, Ivan and Martinalittle expected four years agothey would find themselvesemerging as the foundingfamily of Slovakia’s firsttimeshare resort development– Residence Club.
It wasn’t a traditionalroute to the timeshare marketfor Mrs Ježová and her family.It was their love andappreciation of timeshare asconsumers, sadly coupledwith a personal tragedy, thatled to their first steps inresort development.
RCI Ventures, September 2012 | 19
TIMESHARE TONIC
OWNERS FIRSTThe family bought timeshareabout ten years ago at GranAnfi Club and now own fiveweeks there. “We are a familythat likes to spend timetogether,” said Matt Ježová.“My brother Ivan expectedhis first child and I wasgetting married. My parentshad just spent €3,000 on ahotel stay in Maspalomas andfelt that if we all wanted totravel together it couldbecome expensive. So theybought their first weeks atAnfi, and we’ve all had manyhappy holidays there since.”
Matt Ježová says the familyfound timeshare to be a goodinvestment offering theopportunity of relaxing breakstogether away from their busydistribution business,
QUOTE: IT DOESN’T MATTER WHAT SORT OFBUSINESS YOU WORK IN, JUST THAT YOU DOTHINGS THE RIGHT WAY. MARTINA MATT JEŽOVÁ
DEVELOPER PROFILE
Italmarket Slovakia, whichthey started in 1991. Thecompany now has an annualturnover in excess of €27 million and more than250 employees, distributingworld-famous alcohol brandssuch as Diageo, producer of
the iconic Smirnoff Vodka andJohnnie Walker whisky,Thailand’s Singha BeerInternational and many others.
Italmarket’s success is atestament to Stanislav andAnna’s foresight and businessbrains, something they passed
Mother and daughter team Anna and Martina Matt Ježová, nowpartners in a new timeshare business.
RCI Ventures, September 2012 | 2120 | RCI Ventures, September 2012
took advice from him and,like everything in our liveswe’ve put our hearts into it,”said Matt Ježová.
But it’s not just passion thathas driven the Ježo family on.They have put in place all thepaperwork and legal structuresto ensure they have atimeshare business that meetsthe requirements of legislationand is fit for future growth.
“Everything we do wewant to do the right way,with regulation for ourcustomers,” she added. “It’s
love of the Slovak Mountains,which are less-knownoutside of central Europe. Thebeauty of the region also liesin its central position inEurope. Donovaly is almostequidistant from Krakow andVienna and within 90minutes’ drive of all the mainhistorical and natural sightsin Slovakia.
“Hungarians make upmore than half of our guestsvia RCI, while the secondbiggest group of visitors isfrom Australia,” said MattJežová. “This was surprising,but I think Slovakia is acountry that there’s a lot ofinterest in with Australians.”Aside from people from otherEastern European countries,Residence Club is alsoattracting interest from Israelisand Portuguese buyers.
Residence Club went intoonsite sales at the start of theyear, selling its large €25,000apartments with a term of25-year ownership. Thefamily is currently embarkingon its resort marketing withan in-house team – runningcompetitions in magazines,and using social media sitesand social networks to reachpotential customers.
The family is also takingan upfront approach toselling timeshare, as MattJežová explained: “I did wantto use the word timesharefrom the start for marketingand informative purposes,even though I have been toldthat the word timeshare isassociated with lots ofnegative feedback. Thereforewe have created aneducational timeshare webprofile for our clients –www.timeshareclub.sk.Slovaks can be prettydistrustful and if you try todisguise things it can workagainst you.”
taken three years to preparethe paperwork, as theregulations changed with thelatest European TimeshareDirective. But we are veryprepared now and doingthings exactly as they shouldbe done.
“It doesn’t matter whatsort of business you work in,just that you do things theright way.”
The resort – ResidenceClub – started as a project for
Anna Ježová and has nowprovided the whole familywith a new arm to theirbusiness, and kept Anna busy.
Matt Ježová said: “Mymother has done 80 per centof the work and was theinspiration behind the naturaltones in the unit interiors andall the design touches. Wewanted guests to feel likethey’d come home, so usedcolours that are warm andrelaxing, while the furniture
in our 31 units is allhandmade to my mother’shand-drawn designs.
“My mother pays a lot ofattention to detail, but it’sreally paid off as our guestslove the units. We are takingour inspiration from the sortof quality you find in hotelsin Austria.”
Matt Ježová explained thatwhile Donovaly doesn’t havethe highest slopes, it is greatfor what she calls ‘vacationskiing’ and guests can walk tothe ski area from the resort.
WHO’S BUYING?Residence Club is alreadyproving popular withHungarians, who have a realappetite for timeshare and a
QUOTE: MY MOTHER PAYS A LOT OF ATTENTION TODETAIL, BUT IT’S REALLY PAID OFF AS OUR GUESTSLOVE THE UNITS. MARTINA MATT JEŽOVÁ
DEVELOPER PROFILE
on to their children. MattJežová said she was alwaysdestined to work in the familybusiness. “I started workingthere when I was 18, with ashort one-year break in mytwenties.
“But when I rejoined thebusiness my father decided Ishould work in marketing. Iworked for 12 years on allaspects of marketing forItalmarket. It prepared mewell for what we are doingnow. My parents gave me a lotin life and business.”
THE DEVELOPER JOURNEYSadly the family was struck bytragedy in 2007 whenStanislav died suddenly, aged54. “It was very difficult formy mother and our family,”explained Matt Ježová. “Sheand my father had beentogether for 40 years. Theywere inseparable.
“As she came to termswith her loss, my motherwent on a break to Rome, andwhen she returned,announced we should startselling timeshare. Ivan and Iwere stunned. We really didn’tknow what to make of heridea and mostly decided to goalong with it because we feltit would give her a projectand, importantly, a new focusafter father died.
“But our mother is a verysavvy business woman. She’dworked out all the numbersand showed us how timesharewould be a great businessproposition.”
The family had beenplanning to buy a holiday letapartment within a hoteldevelopment being built by a
have a unique insight into thebenefit of the product whichhas given them greatadvantage now they havebecome resort developers,driving their project with agenuine passion to deliver thebest guest experience. Theyhave the foundations of a greatbusiness which will, in someways, help the family throughthis sad time following theloss of Stanislav, a sorelymissed husband and father, aswell as being a testament tothe pride, integrity andbusiness ethos he has clearlypassed on to his family.”
The Ježo family was neverprepared to accept things atface value however, and haveworked hard to deliver astrong timeshare product,learning about all aspects ofrunning a resort and club, inpart from one of the salesteam at Anfi, who has becomea friend of the family. “We
friend in Donovaly, in the LowTatras Mountains, famed forits skiing, outdoor attractionsand medieval history. But withtheir new plans for timesharedevelopment they decided tobuy a whole two floors of thehotel.
Ježová said: “It’s taken awhile to get our project offthe ground. We met withRCI’s Dimitris Manikis threeyears ago and showed himour hotel, which was underconstruction. It was abuilding site. But he looked atwhat we had planned, took inthe beautiful scenery aroundthe site and said ‘Perfect, thisis really brilliant’. We werethrilled.”
Commenting on thistimeshare first for Slovakia,Manikis, RCI’s Vice President,business development,Europe, Middle East, Africa,said: “As happy timeshareowners, Anna and her family
Anna Ježová carefullydesigned the Residence Clubinteriors, looking to thequality found in Austrianhotels as her inspiration.Left: Stanislav, centre, withhis family. The Ježo familylike to holiday together.
V
RCI Ventures, September 2012 | 2120 | RCI Ventures, September 2012
took advice from him and,like everything in our liveswe’ve put our hearts into it,”said Matt Ježová.
But it’s not just passion thathas driven the Ježo family on.They have put in place all thepaperwork and legal structuresto ensure they have atimeshare business that meetsthe requirements of legislationand is fit for future growth.
“Everything we do wewant to do the right way,with regulation for ourcustomers,” she added. “It’s
love of the Slovak Mountains,which are less-knownoutside of central Europe. Thebeauty of the region also liesin its central position inEurope. Donovaly is almostequidistant from Krakow andVienna and within 90minutes’ drive of all the mainhistorical and natural sightsin Slovakia.
“Hungarians make upmore than half of our guestsvia RCI, while the secondbiggest group of visitors isfrom Australia,” said MattJežová. “This was surprising,but I think Slovakia is acountry that there’s a lot ofinterest in with Australians.”Aside from people from otherEastern European countries,Residence Club is alsoattracting interest from Israelisand Portuguese buyers.
Residence Club went intoonsite sales at the start of theyear, selling its large €25,000apartments with a term of25-year ownership. Thefamily is currently embarkingon its resort marketing withan in-house team – runningcompetitions in magazines,and using social media sitesand social networks to reachpotential customers.
The family is also takingan upfront approach toselling timeshare, as MattJežová explained: “I did wantto use the word timesharefrom the start for marketingand informative purposes,even though I have been toldthat the word timeshare isassociated with lots ofnegative feedback. Thereforewe have created aneducational timeshare webprofile for our clients –www.timeshareclub.sk.Slovaks can be prettydistrustful and if you try todisguise things it can workagainst you.”
taken three years to preparethe paperwork, as theregulations changed with thelatest European TimeshareDirective. But we are veryprepared now and doingthings exactly as they shouldbe done.
“It doesn’t matter whatsort of business you work in,just that you do things theright way.”
The resort – ResidenceClub – started as a project for
Anna Ježová and has nowprovided the whole familywith a new arm to theirbusiness, and kept Anna busy.
Matt Ježová said: “Mymother has done 80 per centof the work and was theinspiration behind the naturaltones in the unit interiors andall the design touches. Wewanted guests to feel likethey’d come home, so usedcolours that are warm andrelaxing, while the furniture
in our 31 units is allhandmade to my mother’shand-drawn designs.
“My mother pays a lot ofattention to detail, but it’sreally paid off as our guestslove the units. We are takingour inspiration from the sortof quality you find in hotelsin Austria.”
Matt Ježová explained thatwhile Donovaly doesn’t havethe highest slopes, it is greatfor what she calls ‘vacationskiing’ and guests can walk tothe ski area from the resort.
WHO’S BUYING?Residence Club is alreadyproving popular withHungarians, who have a realappetite for timeshare and a
QUOTE: MY MOTHER PAYS A LOT OF ATTENTION TODETAIL, BUT IT’S REALLY PAID OFF AS OUR GUESTSLOVE THE UNITS. MARTINA MATT JEŽOVÁ
DEVELOPER PROFILE
on to their children. MattJežová said she was alwaysdestined to work in the familybusiness. “I started workingthere when I was 18, with ashort one-year break in mytwenties.
“But when I rejoined thebusiness my father decided Ishould work in marketing. Iworked for 12 years on allaspects of marketing forItalmarket. It prepared mewell for what we are doingnow. My parents gave me a lotin life and business.”
THE DEVELOPER JOURNEYSadly the family was struck bytragedy in 2007 whenStanislav died suddenly, aged54. “It was very difficult formy mother and our family,”explained Matt Ježová. “Sheand my father had beentogether for 40 years. Theywere inseparable.
“As she came to termswith her loss, my motherwent on a break to Rome, andwhen she returned,announced we should startselling timeshare. Ivan and Iwere stunned. We really didn’tknow what to make of heridea and mostly decided to goalong with it because we feltit would give her a projectand, importantly, a new focusafter father died.
“But our mother is a verysavvy business woman. She’dworked out all the numbersand showed us how timesharewould be a great businessproposition.”
The family had beenplanning to buy a holiday letapartment within a hoteldevelopment being built by a
have a unique insight into thebenefit of the product whichhas given them greatadvantage now they havebecome resort developers,driving their project with agenuine passion to deliver thebest guest experience. Theyhave the foundations of a greatbusiness which will, in someways, help the family throughthis sad time following theloss of Stanislav, a sorelymissed husband and father, aswell as being a testament tothe pride, integrity andbusiness ethos he has clearlypassed on to his family.”
The Ježo family was neverprepared to accept things atface value however, and haveworked hard to deliver astrong timeshare product,learning about all aspects ofrunning a resort and club, inpart from one of the salesteam at Anfi, who has becomea friend of the family. “We
friend in Donovaly, in the LowTatras Mountains, famed forits skiing, outdoor attractionsand medieval history. But withtheir new plans for timesharedevelopment they decided tobuy a whole two floors of thehotel.
Ježová said: “It’s taken awhile to get our project offthe ground. We met withRCI’s Dimitris Manikis threeyears ago and showed himour hotel, which was underconstruction. It was abuilding site. But he looked atwhat we had planned, took inthe beautiful scenery aroundthe site and said ‘Perfect, thisis really brilliant’. We werethrilled.”
Commenting on thistimeshare first for Slovakia,Manikis, RCI’s Vice President,business development,Europe, Middle East, Africa,said: “As happy timeshareowners, Anna and her family
Anna Ježová carefullydesigned the Residence Clubinteriors, looking to thequality found in Austrianhotels as her inspiration.Left: Stanislav, centre, withhis family. The Ježo familylike to holiday together.
V
The Middle East has great potential, both as a destination and a
source market. SARAH LEE turns the spotlight on the region, looking
at current opportunities in that market.
22 | RCI Ventures, September 2012
DUBAI has long been promoted as a landof opportunity. And, even with multi-million Euro projects having been put onhold at the height of the global economiccrisis, it’s an economy that’s still growing.The focus remains on completing whatwas started, and it’s getting done.
Certainly its tourism industry iscapturing more than its fair share ofvisitors. The United Arab Emirates (UAE),and Dubai in particular, is now the topholiday destination in the Middle East,and globally. The UAE saw 8.2 millionoverseas visitors in 2011 and is provingmost popular with British travellers, with one million ofthem visiting each year. The Italians, Spanish and Russians arealso strong inbound markets for the UAE.
Dubai is the most visited of the Emirates with its well-charted attractions – the tallest building in the world,the biggest shopping mall in the world, but then there aregreat beaches and other ‘only-in-Dubai’ features.
Timeshare in the ME is a unique combination ofemerging and mature markets, with recently launched resortsin Dubai and well-established resorts in Egypt and Lebanon.But while Dubai’s timeshare businesses have their hands fullwith excellent Arab and African source markets, there is anopportunity for established European brands to enter thesector, given the huge popularity of this destination withEuropean source markets.
DESTINATION AND SOURCE MARKETShafi Syed, regional director for RCI in the Middle East andNorth Africa, said: “Any clubs looking for a foothold in theMiddle East should be looking at Dubai. It’s a destinationEuropean clients would be very interested in.
“Silverpoint has recognised its owners’ interest in Dubaiand has a property in the wonderful Dubai Marina. I think weare going to see a lot more developers acquiring resorts, orinventory in resorts, to sell to their clients.”
The potential from the Arab market is also high becauseDubai and Sharm are popular destinations with MiddleEastern visitors – a new consumer base with a very keeninterest in timeshare products.
As timeshare is a young product in the Middle East, Arab
RCI Ventures, September 2012 | 23
MORE TO THE MIDDLE EAST
QUOTE: WE ARE ALSO MISSING OUT ON ANOTHER VALUABLEOPPORTUNITY. MIDDLE EASTERN BUYERS AREN’T BEINGCAPTURED AT SOURCE WHILE TRAVELLING. SHAFI SYED
SPOTLIGHT ON
buyers have not been exposed to the negative publicity, and it’sproving a good fit with their travel requirements. Trends suggestthat Arabs travel regularly, in large family groups for two to fourweeks at a time. They enjoy high-quality spacious accommodation,and are keen investors in lifestyle.
Shafi said: “There is a huge untapped opportunity here whichEuropean developers are missing out on. Recognising the thirstMiddle Eastern consumers have for world travel and thetimeshare product, local sales companies, such as Dubai-basedArabian Falcon and Saudi-based companies Dream Plaza andAlshams, are successfully selling foreign resorts in their homemarkets.
“We are working with leading companies in Dubai to buildsales relationships with resorts in markets such as Turkey andMalaysia – where 60 to 70 per cent of inbound travellers are fromthe Middle East. You can similarly sell select destinations fromEurope successfully right out of the Middle East.
“We are also missing out on another valuable opportunity.Middle Eastern buyers aren’t being captured at source whiletravelling. They will go to places popular with Arab travellers – theUK, Spain, Morocco, Turkey, the Gold Coast in Australia, andMalaysia – and if they stumble upon a timeshare resort and likewhat they see they will buy. But little is being done in thosemarkets to pro-actively capture the Arab buyer.”
According to a recent study, Global Muslim Lifestyle TravelMarket: Landscape & Consumer Needs, the Muslim tourismmarket was worth US$126.1 billion in 2011 and is expected toexperience 4.8 per cent growth by 2020. This will see Muslimtravellers spending US$192 billion – one per cent above theglobal average.
THE ARAB BUYERWhat do resorts need to do to attract the Arabian high-spendingtravellers?
The most important thing is to speak their language – asalesperson who speaks Arabic will not only be able to conversewith clients comfortably, but will understand the nuances of theculture. They will realise, for example, that although the timesharesales process usually engages both husband and wife, the closingconversation is likely to be with the husband.
With the broader needs and interests of Arab travellers stilllargely unknown in Europe, developers may perceive it as adifficult market. However, Shafi explained: “Cultural sensitivitiesare not the hurdle they once were. These are experienced travellerswith a few simple needs, such as where possible offering Halalfood options or alternatives, like seafood, and facilitating accessbetween the resort and local sightseeing and attractions.
Shafi said: “Arab guests are primarily interested in the qualityand central location of resorts, while space in theiraccommodation is key. Bars and nightclubs won’t appeal to them,good restaurant and shopping options will. The Arab traveller ismostly looking for family-friendly holidays with enough activitiesto keep the children busy and good shopping for the wife.
“These important points can help seal a deal with Arab buyers
and could help European resort operators build strongrelationships in what is a healthy new source market.”
RCI has many years’ experience in the Middle East and iswell-equipped to assist developers interested in entering themarket or selling to Arab clients. Dimitris Manikis, RCI’s vicepresident Business Development Europe, Middle East, Africa,said: “The timeshare market in the Middle East is ripe forEuropean developer investment from those looking for solidexpansion. We have been working in the region for nearly 20years and have a strong presence, with offices in Dubai andCairo providing local market intelligence and hands onsupport to help developers in this market.
“Dubai is a study in entrepreneurialism, innovation andunwavering opportunity. If you are a confident resortinvestment prospector, it’s a great place to be.”
Clockwise from far left: RCI’s Shafi Syed; The Royal Club at The PalmJumeirah, a development of 50 high-quality timeshare apartmentsand a great sales success for Arabian Falcon; Dubai Marina, hometo Club Paradiso’s Dorrabay Residence, a member of The RegistryCollection; the Emirates Vacation Club in Dubai offers levels ofluxury that appeal to the Arab client; RCI affiliate Burooj/HMVCDubai, one of the most successful timeshare resorts in Dubai.
V
The Middle East has great potential, both as a destination and a
source market. SARAH LEE turns the spotlight on the region, looking
at current opportunities in that market.
22 | RCI Ventures, September 2012
DUBAI has long been promoted as a landof opportunity. And, even with multi-million Euro projects having been put onhold at the height of the global economiccrisis, it’s an economy that’s still growing.The focus remains on completing whatwas started, and it’s getting done.
Certainly its tourism industry iscapturing more than its fair share ofvisitors. The United Arab Emirates (UAE),and Dubai in particular, is now the topholiday destination in the Middle East,and globally. The UAE saw 8.2 millionoverseas visitors in 2011 and is provingmost popular with British travellers, with one million ofthem visiting each year. The Italians, Spanish and Russians arealso strong inbound markets for the UAE.
Dubai is the most visited of the Emirates with its well-charted attractions – the tallest building in the world,the biggest shopping mall in the world, but then there aregreat beaches and other ‘only-in-Dubai’ features.
Timeshare in the ME is a unique combination ofemerging and mature markets, with recently launched resortsin Dubai and well-established resorts in Egypt and Lebanon.But while Dubai’s timeshare businesses have their hands fullwith excellent Arab and African source markets, there is anopportunity for established European brands to enter thesector, given the huge popularity of this destination withEuropean source markets.
DESTINATION AND SOURCE MARKETShafi Syed, regional director for RCI in the Middle East andNorth Africa, said: “Any clubs looking for a foothold in theMiddle East should be looking at Dubai. It’s a destinationEuropean clients would be very interested in.
“Silverpoint has recognised its owners’ interest in Dubaiand has a property in the wonderful Dubai Marina. I think weare going to see a lot more developers acquiring resorts, orinventory in resorts, to sell to their clients.”
The potential from the Arab market is also high becauseDubai and Sharm are popular destinations with MiddleEastern visitors – a new consumer base with a very keeninterest in timeshare products.
As timeshare is a young product in the Middle East, Arab
RCI Ventures, September 2012 | 23
MORE TO THE MIDDLE EAST
QUOTE: WE ARE ALSO MISSING OUT ON ANOTHER VALUABLEOPPORTUNITY. MIDDLE EASTERN BUYERS AREN’T BEINGCAPTURED AT SOURCE WHILE TRAVELLING. SHAFI SYED
SPOTLIGHT ON
buyers have not been exposed to the negative publicity, and it’sproving a good fit with their travel requirements. Trends suggestthat Arabs travel regularly, in large family groups for two to fourweeks at a time. They enjoy high-quality spacious accommodation,and are keen investors in lifestyle.
Shafi said: “There is a huge untapped opportunity here whichEuropean developers are missing out on. Recognising the thirstMiddle Eastern consumers have for world travel and thetimeshare product, local sales companies, such as Dubai-basedArabian Falcon and Saudi-based companies Dream Plaza andAlshams, are successfully selling foreign resorts in their homemarkets.
“We are working with leading companies in Dubai to buildsales relationships with resorts in markets such as Turkey andMalaysia – where 60 to 70 per cent of inbound travellers are fromthe Middle East. You can similarly sell select destinations fromEurope successfully right out of the Middle East.
“We are also missing out on another valuable opportunity.Middle Eastern buyers aren’t being captured at source whiletravelling. They will go to places popular with Arab travellers – theUK, Spain, Morocco, Turkey, the Gold Coast in Australia, andMalaysia – and if they stumble upon a timeshare resort and likewhat they see they will buy. But little is being done in thosemarkets to pro-actively capture the Arab buyer.”
According to a recent study, Global Muslim Lifestyle TravelMarket: Landscape & Consumer Needs, the Muslim tourismmarket was worth US$126.1 billion in 2011 and is expected toexperience 4.8 per cent growth by 2020. This will see Muslimtravellers spending US$192 billion – one per cent above theglobal average.
THE ARAB BUYERWhat do resorts need to do to attract the Arabian high-spendingtravellers?
The most important thing is to speak their language – asalesperson who speaks Arabic will not only be able to conversewith clients comfortably, but will understand the nuances of theculture. They will realise, for example, that although the timesharesales process usually engages both husband and wife, the closingconversation is likely to be with the husband.
With the broader needs and interests of Arab travellers stilllargely unknown in Europe, developers may perceive it as adifficult market. However, Shafi explained: “Cultural sensitivitiesare not the hurdle they once were. These are experienced travellerswith a few simple needs, such as where possible offering Halalfood options or alternatives, like seafood, and facilitating accessbetween the resort and local sightseeing and attractions.
Shafi said: “Arab guests are primarily interested in the qualityand central location of resorts, while space in theiraccommodation is key. Bars and nightclubs won’t appeal to them,good restaurant and shopping options will. The Arab traveller ismostly looking for family-friendly holidays with enough activitiesto keep the children busy and good shopping for the wife.
“These important points can help seal a deal with Arab buyers
and could help European resort operators build strongrelationships in what is a healthy new source market.”
RCI has many years’ experience in the Middle East and iswell-equipped to assist developers interested in entering themarket or selling to Arab clients. Dimitris Manikis, RCI’s vicepresident Business Development Europe, Middle East, Africa,said: “The timeshare market in the Middle East is ripe forEuropean developer investment from those looking for solidexpansion. We have been working in the region for nearly 20years and have a strong presence, with offices in Dubai andCairo providing local market intelligence and hands onsupport to help developers in this market.
“Dubai is a study in entrepreneurialism, innovation andunwavering opportunity. If you are a confident resortinvestment prospector, it’s a great place to be.”
Clockwise from far left: RCI’s Shafi Syed; The Royal Club at The PalmJumeirah, a development of 50 high-quality timeshare apartmentsand a great sales success for Arabian Falcon; Dubai Marina, hometo Club Paradiso’s Dorrabay Residence, a member of The RegistryCollection; the Emirates Vacation Club in Dubai offers levels ofluxury that appeal to the Arab client; RCI affiliate Burooj/HMVCDubai, one of the most successful timeshare resorts in Dubai.
V
Providing exceptional customer service is at the heart of the global success
of Diamond Resorts International, one of the timeshare industry’s leading
companies. But its ambitions don’t end there, as STEVE ADAMS reports.
24 | RCI Ventures, September 2012
THOUGH the pun is an obvious one, it’s also a fairly indisputablefact that Diamond Resorts International (Diamond) is one of thejewels of the global vacation ownership industry.
The Las Vegas-based company is one of the largest hospitalityoperations in the world and posts some serious numbers – morethan 220 branded and affiliated resorts in 28 countries and morethan 490,000 owners and members. Some 1.4 million owners,members and guests holiday at Diamond properties every year.
Impressive as they are, the figures only tell half the story, asDiamond places huge emphasis on the human side of itsoperations. Chairman and chief executive officer Stephen JCloobeck credits much of Diamond’s success to its approximately5,000 employees and their commitment to its unique ‘The Meaningof Yes’ service excellence programme, which is designed to ensurethat guest expectations are consistently exceeded at its resorts.
YES IS THE WORD“We believe that people want to have great experiences when they holiday, and that the vacation ownership travel lifestyle, withhigh-quality accommodation and customer-focused hospitality,should be highly sought-after and in demand,” said Cloobeck.
“We chose ‘The Meaning of Yes’ because ‘yes’ is the same inevery language. You have to smile when you say ‘yes’. It’s aboutthe little things like an extra towel or buying milk from the shopbecause we overheard the guest say they were running out. Allthat comes back to ‘The Meaning of Yes’.
“All our team members worldwide understand this concept –it’s our credo. It’s on every front desk at every one of our resorts.We spend a tremendous amount of time training our people andmaking sure they understand how to deliver ‘The Meaning of Yes’.And it plays out in great team member retention as well.”
An important element of Diamond’s approach to customerservice is its Customer 360 programme, acomputerised system that provides backgroundinformation about owners, members and guests,giving a comprehensive view of their wants andneeds.
David Palmer, president and chief financialofficer, Diamond Resorts International, said:“Customer 360 provides the tools necessary for
RCI Ventures, September 2012 | 25
A JEWEL IN THE CROWN
QUOTE: I THINK THE INDUSTRY HERE WILL EVOLVE BY DEVELOPING PRODUCTSTHAT APPEAL TO A YOUNGER DEMOGRAPHIC AND PROVIDE A GREATER VALUEPROPOSITION TO THE OWNER. STEPHEN J CLOOBECK
DEVELOPER
Diamond team members to be proactive and anticipate the needsof guests, while at the same time creating a unique andpersonalised vacation for each individual.
“When a guest checks in or makes a reservation, Customer360 provides relevant information that will allow team membersto make them feel special and exceed their expectations.”
PRODUCE, PRODUCT, PRODUCTProviding exceptional service reinforces the value of themember’s ownership, but getting them to buy in the first place isanother area Diamond pays close attention to. The quality of thecompany’s resorts – and their locations – is crucial, according toAlan Bentley, executive vice president, Europe.
“Our core resort groups in Europe and aroundthe world are located in sought-after locations,such as Tenerife, Lanzarote, Portugal, the Costadel Sol and over a dozen locations in the UK,” heexplained. “Our portfolio also includes uniqueproperties such as Palazzo Catalani in Italy, fourEnglish Heritage Listed Buildings in the UK, andone of our most popular offerings, the 12 canal
boats we operate on the English canal waterways. “In the last five years we have more than doubled the number
of owned and affiliated resort locations within our global portfolioto more than 220, including 62 in Europe, giving our membersmaximum choice of where to spend their holidays.”
Palmer added: “When we are researching and choosingwhere to expand, we evaluate the quality of the physical facilitiesand location, along with the variety of holiday experiences thatour guests will enjoy. I think our portfolio speaks for itself.”
That portfolio includes beach, water park, golf and skiresorts, as well as city and countryside locations. Diamond alsooffers cruise options via a partnership deal with NorwegianCruise Line, and a variety of excursion options at its resorts.
“We not only listen to our members and pursue locationsthey may specifically want, but we also seize opportunities inthe market where we see a great holiday experience that wewould love to offer. We really take pride in the quality andbreadth of our portfolio and look forward to future growth,”explained Palmer.
Stephen J Cloobeck,chairman and chiefexecutive officer ofDiamond ResortsInternationalDavid Palmer
Alan Bentley
Providing exceptional customer service is at the heart of the global success
of Diamond Resorts International, one of the timeshare industry’s leading
companies. But its ambitions don’t end there, as STEVE ADAMS reports.
24 | RCI Ventures, September 2012
THOUGH the pun is an obvious one, it’s also a fairly indisputablefact that Diamond Resorts International (Diamond) is one of thejewels of the global vacation ownership industry.
The Las Vegas-based company is one of the largest hospitalityoperations in the world and posts some serious numbers – morethan 220 branded and affiliated resorts in 28 countries and morethan 490,000 owners and members. Some 1.4 million owners,members and guests holiday at Diamond properties every year.
Impressive as they are, the figures only tell half the story, asDiamond places huge emphasis on the human side of itsoperations. Chairman and chief executive officer Stephen JCloobeck credits much of Diamond’s success to its approximately5,000 employees and their commitment to its unique ‘The Meaningof Yes’ service excellence programme, which is designed to ensurethat guest expectations are consistently exceeded at its resorts.
YES IS THE WORD“We believe that people want to have great experiences when they holiday, and that the vacation ownership travel lifestyle, withhigh-quality accommodation and customer-focused hospitality,should be highly sought-after and in demand,” said Cloobeck.
“We chose ‘The Meaning of Yes’ because ‘yes’ is the same inevery language. You have to smile when you say ‘yes’. It’s aboutthe little things like an extra towel or buying milk from the shopbecause we overheard the guest say they were running out. Allthat comes back to ‘The Meaning of Yes’.
“All our team members worldwide understand this concept –it’s our credo. It’s on every front desk at every one of our resorts.We spend a tremendous amount of time training our people andmaking sure they understand how to deliver ‘The Meaning of Yes’.And it plays out in great team member retention as well.”
An important element of Diamond’s approach to customerservice is its Customer 360 programme, acomputerised system that provides backgroundinformation about owners, members and guests,giving a comprehensive view of their wants andneeds.
David Palmer, president and chief financialofficer, Diamond Resorts International, said:“Customer 360 provides the tools necessary for
RCI Ventures, September 2012 | 25
A JEWEL IN THE CROWN
QUOTE: I THINK THE INDUSTRY HERE WILL EVOLVE BY DEVELOPING PRODUCTSTHAT APPEAL TO A YOUNGER DEMOGRAPHIC AND PROVIDE A GREATER VALUEPROPOSITION TO THE OWNER. STEPHEN J CLOOBECK
DEVELOPER
Diamond team members to be proactive and anticipate the needsof guests, while at the same time creating a unique andpersonalised vacation for each individual.
“When a guest checks in or makes a reservation, Customer360 provides relevant information that will allow team membersto make them feel special and exceed their expectations.”
PRODUCE, PRODUCT, PRODUCTProviding exceptional service reinforces the value of themember’s ownership, but getting them to buy in the first place isanother area Diamond pays close attention to. The quality of thecompany’s resorts – and their locations – is crucial, according toAlan Bentley, executive vice president, Europe.
“Our core resort groups in Europe and aroundthe world are located in sought-after locations,such as Tenerife, Lanzarote, Portugal, the Costadel Sol and over a dozen locations in the UK,” heexplained. “Our portfolio also includes uniqueproperties such as Palazzo Catalani in Italy, fourEnglish Heritage Listed Buildings in the UK, andone of our most popular offerings, the 12 canal
boats we operate on the English canal waterways. “In the last five years we have more than doubled the number
of owned and affiliated resort locations within our global portfolioto more than 220, including 62 in Europe, giving our membersmaximum choice of where to spend their holidays.”
Palmer added: “When we are researching and choosingwhere to expand, we evaluate the quality of the physical facilitiesand location, along with the variety of holiday experiences thatour guests will enjoy. I think our portfolio speaks for itself.”
That portfolio includes beach, water park, golf and skiresorts, as well as city and countryside locations. Diamond alsooffers cruise options via a partnership deal with NorwegianCruise Line, and a variety of excursion options at its resorts.
“We not only listen to our members and pursue locationsthey may specifically want, but we also seize opportunities inthe market where we see a great holiday experience that wewould love to offer. We really take pride in the quality andbreadth of our portfolio and look forward to future growth,”explained Palmer.
Stephen J Cloobeck,chairman and chiefexecutive officer ofDiamond ResortsInternationalDavid Palmer
Alan Bentley
Visit rciventures.com to read about Stephen J Cloobeck’smajor role within North America’s new international tourism
marketing initiative Brand USA.
26 | RCI Ventures, September 2012
ACQUISITION AND EXPANSIONRecent expansion includes the acquisitionof ILX Resorts, Tempus ResortsInternational and Pacific Monarch Resortsin the US, which added more than 20properties to Diamond’s North Americanportfolio and more than 150,000 newmembers. European plans includeaffiliating new properties and expanding inlocations where there is high demand, suchas Italy, the UK and Lanzarote.
The company’s growth strategyincludes new development projects,management deals, affiliation agreementsand acquisitions. According to Bentley, thelatter are of particular interest and theprime targets are companies with anexisting member base, prime resortproperties and a solid managementbusiness. “In addition, we are currentlyworking to expand our management business and are also adding toour existing resort portfolio with developments such as the newconstruction at Palazzo Catalani,” he said.
Bentley admitted that each method had its pros and cons.“Acquisitions and construction are capital intensive and we have toevaluate a return on the investment, but they do allow us to controlthe guest experience,” he explained. “Alternatively, affiliation withother properties gives us an opportunity to expand the offerings to ourcustomers with much less capital commitment, but in most cases weare not managing the property, so cannot ensure the guest isreceiving the level of service they have come to expect from Diamond.
“The management side of the business is a win-win situation –other operators who see the level of service and efficiency that Diamondhas achieved look to us to help them achieve a similar level of success.”
Bentley said potential expansion in Europe is fuelled by a varietyof factors:• Europeans get more holiday time than residents of North America• The distance to travel to experience a completely different climateor culture is not excessive• Europe is served by a variety of low-cost air carriers• The emergence of Eastern European countries, in terms of bothsupply (resort destinations) and demand (residents with higher levelsof income and increasing desire to travel).
“Clearly, the primary weakness in the European market surroundsthe stability of the Euro and the austerity programmes beingimplemented in certain countries in the eurozone,” explained Bentley.
“Another weakness is the lack of enforcement of the TimeshareDirective in some European countries. The elimination of rogue andscam operators would allow legitimate competitors to operate moreefficiently, as well as improve the public image of the industry.”
Palmer believes implementation of the European TimeshareDirective would benefit legitimate operators, particularly in the field ofresales.
“One of the major changes introduced by the new Directive wasthat resale products became regulated,” he said. “Given the long-term commitment of a timeshare purchase bought on the resale
market, we felt this development was long overdue. Disclosure andcooling-off rights can only be a good thing for consumers, and thelegislation makes things fair for developers competing with resalecompanies in a similar market.”
But Diamond faces other challenges as it looks to expand inEurope, where there are significant differences in terms of customerdemographics and product development, according to Cloobeck.
“Timeshare owners in Europe are, on average, older than those inother parts of the world, particularly North America,” he said. “I thinkthe industry here will evolve by developing products that appeal to ayounger demographic and provide a greater value proposition to theowner.
“The European market also lags behind North America in terms ofproduct development – particularly its flexibility. At Diamond we havebeen working diligently over the last five years to ensure that ourEuropean members have the same level of resort offering, service andflexibility of usage and ownership as all our customers across theglobe.”
Bentley expects the European industry to consolidate over time, asit has in the US, and while Diamond sees significant opportunity fordevelopment and expansion, it will need to be done strategically and atprices that work for both the developer and owner/members.
“Opportunities for strong operators will include the ability toexpand their portfolios based on values in the real estate market thatexist as European and global banks struggle with non-performingloans, as well as opportunities to acquire companies and clubs thatare not financially stable or which have an aging membership andineffective resale programmes,” Bentley said. “We’ll look at all theoptions and assess them.”
Industry experts would expect nothing less from a forward-lookingcompany that remains one of timeshare’s leading lights across theglobe – a Diamond that many hope will, indeed, be forever.
QUOTE: IN THE LAST FIVE YEARS WE HAVE MORE THAN DOUBLED THE NUMBEROF OWNED AND AFFILIATED RESORT LOCATIONS WITHIN OUR GLOBAL PORTFOLIOTO MORE THAN 220, INCLUDING 62 IN EUROPE. ALAN BENTLEY
DEVELOPER
The stunning view from Diamond Resorts’ latest development Palazzo Catalani in Italy.
V
ONEA first for Madeira and for RCI, Enotel is flying the flag for a
unique brand of five-star ‘all-in’ vacation ownership at its new
luxury oceanfront Enotel Lido, as FIONA KLONARIDES reports.
ON THE sun-soaked terrace of the new five-star Enotel Lido, thesparkling sea views come free with the cocktails. An easy stroll fromFunchal, the hotel is the latest addition to Madeira’s upmarket hoteland timeshare mixed-use market. Importantly, it brings Madeiranhotel group Enotel’s successful signature ‘all-in’ holiday product fromBrazil to Portuguese shores.
The Enotel Lido is comprised of 317 rooms and suites, 50 of whichare allocated to holiday exchange through Enotel’s affiliation with RCI earlier this year. Enotel Lido opened it doors in April 2012 and its mixed-use offering includesEnotel Plus, the brand’s all-inclusive vacation club product.
The five-star, all-inclusive model is the first of its kind for Madeira – and for RCI onthe island – as Isabel Santos, RCI regional director for Portugal, France and NorthAfrica explained. “We’re really delighted to welcome Enotel Lido into the RCI family,”she said. “It is the first and only five-star resort on the island offering an all-inclusiveholiday and we are sure it will have big appeal for families looking for a superb year-round destination and a fabulous hassle-free holiday.
“The introduction of a product that is going to attract a younger generation of buyer is crucial to the future growth of the shared-vacation ownership market andEnotel Plus, with the all-inclusive package at a luxury resort, will work well with thisconsumer demographic.”
RCI currently has 17 affiliated resorts on Madeira, and 55 in mainland Portugal,bringing it to a total of 72 affiliated resort properties in the region.
Rogerio Santos, project director at Enotel adds: “Enotel’s unique, all-inclusive holiday ownershipmodel, Enotel Plus, means owners pay no maintenance fees, no extra costs, and there are no fees forinternal exchanges between our two sister holiday-ownership properties, Enotel Lido in Madeira andEnotel Porto Galinhas in Brazil.”
With the points-based Enotel Plus Vacation Club, owners simply pay the usual RCI exchange fee.There is a 10-year term of ownership and bookings are taken on a ‘per night’ basis with a requiredminimum of three nights. Once on resort, children under six can eat their way through the menus forfree, with half price meals for 7 to 12-year-olds. Arriving on a ‘red eye’ flight? No problem. In addition toEnotel Lido’s Italian, Japanese and Madeiran restaurants, snacks are available 24/7 at the resort’s Café,and included in the ‘all-in’ price.
The timeshare units are actually housed in the main property, which is the Enotel Lido Resort
RCI Ventures, September 2012 | 27
QUOTE: OUR COMMITMENT COMES FROM OUR PASSION TOINNOVATE, AND TO SATISFY OUR CLIENTS WHO ARE BECOMINGMORE AND MORE DEMANDING. ROGERIO SANTOS
MIXED-USE MODEL
ALLIN
Clockwise from topleft: Enotel projectdirector RogerioSantos; Enotelfounder EstevãoNeves withdaughters Vera,left, and Laura; thepool area at thefive-star EnotelLido in Madeira.
RCI Ventures, September 2012 | 2928 | RCI Ventures, September 2012
MIXED-USE MODEL
Conference & Spa, just 30 minutes’ drive from Madeira International Airport, fiveminutes from the centre of Funchal and enjoys views of the Atlantic Ocean. RCI’sIsabel Santos added: “This resort offering is a great example of a developer thinkingoutside the box and giving owner members the flexibility they have been asking for.”
BRAZILIAN BEGINNINGSIn 1998, Madeiran entrepreneur Estevão Neves launched the Enotel brand in Madeiraafter ten successful years in the retail industry. He now owns four properties inMadeira – Enotel Lido in Funchal, Enotel Baia at Ponta do Sol, Enotel Quinta do Soland Enotel Golf at Santo de Serra – as well as a hotel in Brazil, Enotel Porto Galinhason the north east coast near Recife, which Neves bought while attending aninvestment conference there.
Two years after Enotel Porto Galinhas opened, Neves pioneered the EnotelVacation Club, or Enotel Plus, in Brazil in 2008. And in April this year, the group’sunique all-inclusive holiday model made its debut at the classy five-star Enotel Lido inMadeira. In the space of just five years, Enotel in Brazil has welcomed 7,500timeshare members and there’s no doubt that the key to Enotel Plus’s success is thefreedom, flexibility and ‘all-inclusive’ option it offers.
THE BRAZILIAN MODELHow do you say ‘Location, Location, Location’ in Portuguese? Voted Brazil’s BestBeach for ten years running, the beach at Enotel Porto Galinhas is a half kilometrestretch of dreamy white sand. Enotel Plus in Brazil has been a resounding success,and for some very sound reasons. Recife, with a population of approximately twomillion, is just 60km away, bringing a healthy market of younger families keen to buyinto the Enotel lifestyle to the region. Brazil is now the sixth richest economy in theworld, having overtaken the UK, and its timeshare market mirrors that of Europe 25 years ago – less competition, more opportunity.
MADEIRA, THE SMALL ISLAND WITH BIG APPEALBack on Portuguese shores, one of the most enduring holidayromances in Europe shows no signs of cooling. Britons are smittenwith Madeira. Delicious double digit winter temperatures, lushscenery, eco-luxe tourism, quality hotels and a quality market makeit a perennial favourite, particularly with mature British, Germanand Scandinavian visitors with high disposable incomes.
“Madeira’s timeshare market represents approximately 13 per cent of the island’s overall hotel occupancy,” said RCI’sIsabel Santos. “Its timeshare resorts are all mixed-use, primarilybecause the island’s hotel groups entered the timeshare business originally.
“The challenge is that like any other Island, Madeira depends on flight availability.Madeira doesn’t really have a low season because there is demand 52 weeks a yearwhich is a great advantage in terms of making it a viable destination for airlines toservice year-round. The destination also enjoys a significant number of repeat clientswho stay longer than a week which makes it perfect for timeshare sales.”
Madeira’s year-round occupancy rates are higher now that no-frills airlines suchas easyJet, Jet2 and Monarch service the island with regular flights.
Furthermore, as Rogerio Santos points out: “Our flexible ‘per night’ bookingsystem means owners can arrive at Enotel Lido any day of the week and stay aminimum of three nights or more, thereby avoiding Madeira’s traditionally expensiveMonday to Monday flights. Availability at Enotel Lido is excellent which means ownerscan often book quite last minute, which is another plus.”
How did Enotel decide to affiliate with RCI? Rogerio Santos says Maria Pinheiro,RCI’s senior manager for new business in Brazil contacted Enotel with the timeshareproposition which she believed would benefit the resort operator and the relationshiphas gone from strength to strength.
QUOTE: THIS RESORT OFFERING IS A GREAT EXAMPLE OF A DEVELOPERTHINKING OUTSIDE THE BOX AND GIVING OWNER MEMBERS THEFLEXIBILITY THEY HAVE BEEN ASKING FOR. ISABEL SANTOS
“We are very happy with what has been achieved with RCI,” he adds. “We have an excellentrelationship, now further strengthened with the introduction of holiday ownership exchange atEnotel Lido in Madeira through our contact with RCI’s Isabel Santos here in Portugal.”
LOOKING AHEADFor Estevão Neves, 2012 marks his 50th year in the retail and hotel industries. Keeping thingsvery much in the family, his daughter Laura runs the Brazilian timeshare operations while hersister Vera handles hotel operations.
Neves is still very much a driving force behind the brand, travelling frequently betweenPortugal and Brazil where there are plans for a €120 million extension at Enotel PortoGalinhas, taking the resort from 348 units to 902 apartments with the addition of a secondproperty. The new facilities will include a 34,000 square-metre water park, 10,000 squaremetres dedicated to children, featuring a wave pool, a lazy river and several new ‘radical’ slides.
October sees the start of a major refurbishment at the Enotel Quinta do Sol in Madeira,which closes until April 2013, and Enotel Golf is to undergo a complete refurbishment next year.
Neves has also purchased land opposite Enotel Lido in Madeira for a substantial newproject coming in 2016. The plan is to build a 456-room hotel, also all-inclusive, withmagnificent ocean views.
Summing up the Enotel brand philosophy, Rogerio Santos says: “Our commitment comesfrom our passion to innovate, and to satisfy our clients who are becoming more and moredemanding, with continued focus on better service and customer satisfaction.”
Clearly, the success of the Enotel brand and Enotel Plus springs from its founder’sinnovative spirit and the group’s dedication to excellence, which together have createdexceptional holiday products which sell themselves.
Clockwise from far left: RCI’s IsabelSantos plays a key role in thecompany’s relationship with Enotel;the impressive lobby at the EnotelLido in Madeira, which offers a luxuryall-inclusive timeshare holiday basedon a 10-year ownership and nomaintenance fees; Enotel PortoGalinhas in Brazil, where a €120mextension is planned; the sea-facingpool at Enotel Lido.
V
RCI Ventures, September 2012 | 2928 | RCI Ventures, September 2012
MIXED-USE MODEL
Conference & Spa, just 30 minutes’ drive from Madeira International Airport, fiveminutes from the centre of Funchal and enjoys views of the Atlantic Ocean. RCI’sIsabel Santos added: “This resort offering is a great example of a developer thinkingoutside the box and giving owner members the flexibility they have been asking for.”
BRAZILIAN BEGINNINGSIn 1998, Madeiran entrepreneur Estevão Neves launched the Enotel brand in Madeiraafter ten successful years in the retail industry. He now owns four properties inMadeira – Enotel Lido in Funchal, Enotel Baia at Ponta do Sol, Enotel Quinta do Soland Enotel Golf at Santo de Serra – as well as a hotel in Brazil, Enotel Porto Galinhason the north east coast near Recife, which Neves bought while attending aninvestment conference there.
Two years after Enotel Porto Galinhas opened, Neves pioneered the EnotelVacation Club, or Enotel Plus, in Brazil in 2008. And in April this year, the group’sunique all-inclusive holiday model made its debut at the classy five-star Enotel Lido inMadeira. In the space of just five years, Enotel in Brazil has welcomed 7,500timeshare members and there’s no doubt that the key to Enotel Plus’s success is thefreedom, flexibility and ‘all-inclusive’ option it offers.
THE BRAZILIAN MODELHow do you say ‘Location, Location, Location’ in Portuguese? Voted Brazil’s BestBeach for ten years running, the beach at Enotel Porto Galinhas is a half kilometrestretch of dreamy white sand. Enotel Plus in Brazil has been a resounding success,and for some very sound reasons. Recife, with a population of approximately twomillion, is just 60km away, bringing a healthy market of younger families keen to buyinto the Enotel lifestyle to the region. Brazil is now the sixth richest economy in theworld, having overtaken the UK, and its timeshare market mirrors that of Europe 25 years ago – less competition, more opportunity.
MADEIRA, THE SMALL ISLAND WITH BIG APPEALBack on Portuguese shores, one of the most enduring holidayromances in Europe shows no signs of cooling. Britons are smittenwith Madeira. Delicious double digit winter temperatures, lushscenery, eco-luxe tourism, quality hotels and a quality market makeit a perennial favourite, particularly with mature British, Germanand Scandinavian visitors with high disposable incomes.
“Madeira’s timeshare market represents approximately 13 per cent of the island’s overall hotel occupancy,” said RCI’sIsabel Santos. “Its timeshare resorts are all mixed-use, primarilybecause the island’s hotel groups entered the timeshare business originally.
“The challenge is that like any other Island, Madeira depends on flight availability.Madeira doesn’t really have a low season because there is demand 52 weeks a yearwhich is a great advantage in terms of making it a viable destination for airlines toservice year-round. The destination also enjoys a significant number of repeat clientswho stay longer than a week which makes it perfect for timeshare sales.”
Madeira’s year-round occupancy rates are higher now that no-frills airlines suchas easyJet, Jet2 and Monarch service the island with regular flights.
Furthermore, as Rogerio Santos points out: “Our flexible ‘per night’ bookingsystem means owners can arrive at Enotel Lido any day of the week and stay aminimum of three nights or more, thereby avoiding Madeira’s traditionally expensiveMonday to Monday flights. Availability at Enotel Lido is excellent which means ownerscan often book quite last minute, which is another plus.”
How did Enotel decide to affiliate with RCI? Rogerio Santos says Maria Pinheiro,RCI’s senior manager for new business in Brazil contacted Enotel with the timeshareproposition which she believed would benefit the resort operator and the relationshiphas gone from strength to strength.
QUOTE: THIS RESORT OFFERING IS A GREAT EXAMPLE OF A DEVELOPERTHINKING OUTSIDE THE BOX AND GIVING OWNER MEMBERS THEFLEXIBILITY THEY HAVE BEEN ASKING FOR. ISABEL SANTOS
“We are very happy with what has been achieved with RCI,” he adds. “We have an excellentrelationship, now further strengthened with the introduction of holiday ownership exchange atEnotel Lido in Madeira through our contact with RCI’s Isabel Santos here in Portugal.”
LOOKING AHEADFor Estevão Neves, 2012 marks his 50th year in the retail and hotel industries. Keeping thingsvery much in the family, his daughter Laura runs the Brazilian timeshare operations while hersister Vera handles hotel operations.
Neves is still very much a driving force behind the brand, travelling frequently betweenPortugal and Brazil where there are plans for a €120 million extension at Enotel PortoGalinhas, taking the resort from 348 units to 902 apartments with the addition of a secondproperty. The new facilities will include a 34,000 square-metre water park, 10,000 squaremetres dedicated to children, featuring a wave pool, a lazy river and several new ‘radical’ slides.
October sees the start of a major refurbishment at the Enotel Quinta do Sol in Madeira,which closes until April 2013, and Enotel Golf is to undergo a complete refurbishment next year.
Neves has also purchased land opposite Enotel Lido in Madeira for a substantial newproject coming in 2016. The plan is to build a 456-room hotel, also all-inclusive, withmagnificent ocean views.
Summing up the Enotel brand philosophy, Rogerio Santos says: “Our commitment comesfrom our passion to innovate, and to satisfy our clients who are becoming more and moredemanding, with continued focus on better service and customer satisfaction.”
Clearly, the success of the Enotel brand and Enotel Plus springs from its founder’sinnovative spirit and the group’s dedication to excellence, which together have createdexceptional holiday products which sell themselves.
Clockwise from far left: RCI’s IsabelSantos plays a key role in thecompany’s relationship with Enotel;the impressive lobby at the EnotelLido in Madeira, which offers a luxuryall-inclusive timeshare holiday basedon a 10-year ownership and nomaintenance fees; Enotel PortoGalinhas in Brazil, where a €120mextension is planned; the sea-facingpool at Enotel Lido.
V
One of Europe’s largest timeshare companies has marked its 25th anniversary
by embarking on an ambitious period of expansion, as STEVE ADAMS reports.
30 | RCI Ventures, September 2012
WITH the euro in crisis and the European economy still deep inrecession, companies making plans for expansion areunderstandably few and far between.
But adversity often presents opportunity, and Holiday ClubResorts, one of the region’s top leisure and holiday companies and amajor European timeshare operator, is leading the way once more.
The Finnish-based company marked its 25th anniversary in 2011with a significant period of expansion, extending its product offeringin its established market of Northern Europe and embarking on itsfirst venture in southern Europe.
HAPPY ANNIVERSARY
Holiday Club first repurchased spa hotels in Saariselkä, Kuusamo,Vuokatti (Katinkulta) and Tampere from the S Group, then acquiredfive resorts from the Puerto Calma Group in Gran Canaria.
The properties – Puerto Calma, Vista Amadores, Sol Amadores,Playa Amadores and Jardín Amadores – form new subsidiary, HolidayClub Canarias. All except Puerto Calma are RCI Gold Crown resorts,and following its refurbishment (see panel, page 32), the resort will
RCI Ventures, September 2012 | 31
STILL GROWING STRONG
QUOTE: THE FIVE-YEAR TARGET IS TO HAVE EIGHTTO TEN SPA HOTELS IN OPERATION AND TOEXPAND BUSINESS EXTENSIVELY. VESA TENGMAN
DEVELOPMENTS – EUROPE
be applying for the RCI quality award. The acquisition brings thecompany’s overall resort total to 32, adding 6,000 owners to its totalmembership of 42,000.
As well as the new acquisitions, the company has continued todevelop its existing resorts, introducing the new Holiday Club Villaswhole-ownership product and building new holiday homes atKatinkulta, Himos, Saimaa and Kuusamon Tropiikki.
In its annual report for 2010-2011, Holiday Club reported a growthin turnover from €68m to €93m, and Group CEO Vesa Tengman saidthe next five years would see it renovating and developing resorts inFinland and abroad.
“We are actively searching for new resorts to expand ouroperations,” he said. “The five-year target is to have eight to ten spahotels in operation and to expand business extensively in Northernand Southern Europe.”
He has been true to his word. As well as embarking on a majorrefurbishment programme at Holiday Club Puerto Calma earlier thisyear, the company signed a Heads of Agreement with leadingSpanish property developer Grupo Lopesan for the development of a
plot of land on the Costa de Meloneras in Gran Canaria. The projectwill involve the construction of high-end luxurious timeshareaccommodation consisting of one-, two- and three-bedroom villas.Work is due to start by the year-end.
Tengman says the Joint Venture Agreement, signed in April 2012,will enhance Holiday Club’s resort portfolio and is a positive stepforward in its international growth strategy.
“The objective of this joint venture is to develop and exploittouristic plots of exceptional quality that both companies expect tobecome the best in Europe,” he said.
“Holiday Club’s current position as market leader in Europe andLopesan’s commitment to the finest quality hotels, offering the veryhighest standards and guest experience, form a synthesis guaranteedto succeed,” added Tengman.
“The development of the plot of land in Meloneras is our first jointproject, but subsequently we intend to develop many more resortstogether.
“Additionally, the liaison will have a particularly positive impacton the Canarian economy, as it will boost the local tourism
industry and infrastructure of the island as well as createnumerous new job opportunities.”
GOING SOUTH
Tengman said the move was an integral part of the company’sexpansion plans for Southern Europe. “Not only will we improve ourcurrent resorts – such as the refurbishment carried out at HolidayClub Puerto Calma – but Holiday Club will also acquire new locations,develop new products and forge new business relationships,” he said.
Holiday Club Canarias is being directed by timeshare industryveteran Calvin Lucock, who told RCI Ventures its first year ofoperation had been “spectacular”.
“We have enjoyed a steady growth in the business since thetakeover of the Puerto Calma Group and are building the foundationsfor an even better year to come,” he explained.
“The exciting environment with many different nationalities issomething new for the company – and certainly challenging.
“I’m confident that as one of the leading companies in the industry,we shall – together with Finland – take Holiday Club to the next level.”
Main picture: The stunning seafront at HolidayClub Amadores Beach Club. Inset: VesaTengman and Holiday Club Playa Amadores.
One of Europe’s largest timeshare companies has marked its 25th anniversary
by embarking on an ambitious period of expansion, as STEVE ADAMS reports.
30 | RCI Ventures, September 2012
WITH the euro in crisis and the European economy still deep inrecession, companies making plans for expansion areunderstandably few and far between.
But adversity often presents opportunity, and Holiday ClubResorts, one of the region’s top leisure and holiday companies and amajor European timeshare operator, is leading the way once more.
The Finnish-based company marked its 25th anniversary in 2011with a significant period of expansion, extending its product offeringin its established market of Northern Europe and embarking on itsfirst venture in southern Europe.
HAPPY ANNIVERSARY
Holiday Club first repurchased spa hotels in Saariselkä, Kuusamo,Vuokatti (Katinkulta) and Tampere from the S Group, then acquiredfive resorts from the Puerto Calma Group in Gran Canaria.
The properties – Puerto Calma, Vista Amadores, Sol Amadores,Playa Amadores and Jardín Amadores – form new subsidiary, HolidayClub Canarias. All except Puerto Calma are RCI Gold Crown resorts,and following its refurbishment (see panel, page 32), the resort will
RCI Ventures, September 2012 | 31
STILL GROWING STRONG
QUOTE: THE FIVE-YEAR TARGET IS TO HAVE EIGHTTO TEN SPA HOTELS IN OPERATION AND TOEXPAND BUSINESS EXTENSIVELY. VESA TENGMAN
DEVELOPMENTS – EUROPE
be applying for the RCI quality award. The acquisition brings thecompany’s overall resort total to 32, adding 6,000 owners to its totalmembership of 42,000.
As well as the new acquisitions, the company has continued todevelop its existing resorts, introducing the new Holiday Club Villaswhole-ownership product and building new holiday homes atKatinkulta, Himos, Saimaa and Kuusamon Tropiikki.
In its annual report for 2010-2011, Holiday Club reported a growthin turnover from €68m to €93m, and Group CEO Vesa Tengman saidthe next five years would see it renovating and developing resorts inFinland and abroad.
“We are actively searching for new resorts to expand ouroperations,” he said. “The five-year target is to have eight to ten spahotels in operation and to expand business extensively in Northernand Southern Europe.”
He has been true to his word. As well as embarking on a majorrefurbishment programme at Holiday Club Puerto Calma earlier thisyear, the company signed a Heads of Agreement with leadingSpanish property developer Grupo Lopesan for the development of a
plot of land on the Costa de Meloneras in Gran Canaria. The projectwill involve the construction of high-end luxurious timeshareaccommodation consisting of one-, two- and three-bedroom villas.Work is due to start by the year-end.
Tengman says the Joint Venture Agreement, signed in April 2012,will enhance Holiday Club’s resort portfolio and is a positive stepforward in its international growth strategy.
“The objective of this joint venture is to develop and exploittouristic plots of exceptional quality that both companies expect tobecome the best in Europe,” he said.
“Holiday Club’s current position as market leader in Europe andLopesan’s commitment to the finest quality hotels, offering the veryhighest standards and guest experience, form a synthesis guaranteedto succeed,” added Tengman.
“The development of the plot of land in Meloneras is our first jointproject, but subsequently we intend to develop many more resortstogether.
“Additionally, the liaison will have a particularly positive impacton the Canarian economy, as it will boost the local tourism
industry and infrastructure of the island as well as createnumerous new job opportunities.”
GOING SOUTH
Tengman said the move was an integral part of the company’sexpansion plans for Southern Europe. “Not only will we improve ourcurrent resorts – such as the refurbishment carried out at HolidayClub Puerto Calma – but Holiday Club will also acquire new locations,develop new products and forge new business relationships,” he said.
Holiday Club Canarias is being directed by timeshare industryveteran Calvin Lucock, who told RCI Ventures its first year ofoperation had been “spectacular”.
“We have enjoyed a steady growth in the business since thetakeover of the Puerto Calma Group and are building the foundationsfor an even better year to come,” he explained.
“The exciting environment with many different nationalities issomething new for the company – and certainly challenging.
“I’m confident that as one of the leading companies in the industry,we shall – together with Finland – take Holiday Club to the next level.”
Main picture: The stunning seafront at HolidayClub Amadores Beach Club. Inset: VesaTengman and Holiday Club Playa Amadores.
32 | RCI Ventures, September 2012
LOOKING TO THE LONG TERM
Tengman believes Holiday Club’s long-term expertise and experience,which includes having an efficient marketing and sales operation andlong-term relationship with, and affiliation to, RCI – can only enhancethe industry in the Canary Islands. “Our business concept is forged uponhigh-quality holiday resorts, satisfied customers, reliable operations andthe flexibility of exchanging holiday weeks,” he explained.
“Strong values and high business ethics are paramount to oursuccess – we are a respectable and reliable company that has earnedour customers’ trust and mutual respect through our professionalism.”
Happy customers who become long-term clients have enabledHoliday Club to develop strong in-house sales and owner referralprogrammes, but the company also continues to innovate in itsmarketing efforts. The only European timeshare company to operate incorporate markets – selling to other businesses, associations, tradeunions and more – it also tailors products, such as trial memberships,to the needs of individual purchasers, according to Tengman.
“Some of our guests acquire full membership and others a trial-package to get a taste of how fantastic holidays with Holiday Club canbe,” said Lucock. “In this way they can become members wheneverthey feel they are ready, without being under pressure.
“Recently we have also implemented a non-buyer’s programme,which is steadily starting to create response. It consists of regularoffers to people that have visited the resort without purchasing. Weknow that personal situations change and if someone does not see theneed to purchase today, it does not close a door for the future.”
The company is also targeting its existing owner base in NorthernEurope via rental and fly-buy programmes but, as ever, the quality ofthe product is key, according to Lucock.
“Many destinations in Southern Europe – particularly the CanaryIslands – offer year-round sunshine, average temperatures of 25ºC andboast some of the best beaches in the world. Direct flight connectionsfrom all other European countries are excellent,” he said.
“However, the market is becoming increasingly competitive and oursociety is becoming increasingly aware of the timeshare industry. Thereexists a need to be creative and diversify into other areas.”
Lucock added that as customers became more demanding, theindustry needed to respond to the challenge, something that wouldcrucially impact its long-term development. “We believe there will be aconsolidation of the business and plan to put Holiday Club in the bestposition to capitalise on the market shifts and to be able to offer evengreater guest experiences to our members.”
QUOTE: THE RESULTS ARE INCREDIBLE AND SURPASS EVENOUR EXPECTATIONS. THE SPEED AT WHICH WE COMPLETEDTHE WORKS IS EXTRAORDINARY. CALVIN LUCOCK
DEVELOPMENTS – EUROPE
One of the units at Holiday Club Jardín Amadores.
Holiday Club Puerto Calma in Puerto Rico on the southcoast of Gran Canaria, pictured, has reopened afterundergoing a complete refurbishment programme inrecord time.
All the resort’s 109 apartments have beenredesigned and refitted to the highest standards, andall common areas improved, at a cost of €3.5m.
The work was originally scheduled to take place intwo phases over two years, with completion plannedfor October 2013, but progress was accelerateddramatically and work completed on 7 July 2012.
Completing a project of this scale within such a tighttimeframe is exceptional, and required major planningand management, with five different construction
teams employed simultaneously. Calvin Lucock, managing director
of Holiday Club Canarias, said:“Coordination of all the workforceswas extremely challenging, butexcellent planning carried outbeforehand made this miraculoustransformation of the resort in so
little time possible. So far all members and guests areextremely satisfied with the results.”
In addition to the unit refurbishment, common areaimprovements include a completely new pool facilityequipped with a relaxing spa, and upgrades to thegardens and pool bar.
“After listening to numerous requests from ourmembers and doing an in-depth study of the resort, we immediately put together this ambitious plan,”explained Lucock.
“The results are incredible and surpass even ourexpectations. The speed at which we completed theworks is extraordinary. We look forward to enjoying –together with our members – this fabulous resort.”
RECORD-BREAKINGREFURB FORPUERTO CALMA
Calvin Lucock
V
RCI Ventures, September 2012 | 33
QUOTE: OUR PRINCIPLE IS ‘THE OWNERS ARE ALWAYS RIGHT AND WE AREHERE TO SERVE’, AND OWNERS RESPONDED VERY WELL. IT IS OUR OWNER
SATISFACTION THAT MAKES ME THE MOST PROUD. JACK PETCHEY
PROFILE
AFTER leaving school at 14 JackPetchey was told in his first job‘you’ll never make a businessman’. It is a testament to his strength ofcharacter and entrepreneurial spiritthat, as a boy from London’s EastEnd, with just £60 and a second-hand motor car – he went on tobuild a diverse and successfulorganisation.
Petchey’s thriving car salesbusiness was quickly followed by aproperty portfolio comprised ofoffices, shops and even a largetrading estate in Great Yarmouth. In1969 he bought a site on Portugal’sAlgarve and built a holiday complex.He remembers: “At the time wewere told we were crazy to pay sucha high price for the land. Years laterwe were told how lucky we were.” That complex becameClube Praia da Oura, the first resort in the Petchey Holdingsand Petchey Leisure timeshare portfolio, since joined by sevenfurther resorts in Portugal, the UK and Spain.
“I went to America and saw how people were enjoyingbreaks in their second homes, as they saw them. Thetimeshare accommodation was generally larger and of ahigher standard than hotels, giving owners the chance toexperience a home from home while on holiday,” saysPetchey. “I wanted to bring that same experience to Europeand so brought the already successful Clube Praia da Ourainto timeshare with RCI in 1982. The concept took offimmediately.”
With a constant quest for quality and a clear businessmantra, Petchey told RCI Ventures: “All my years in thebusiness have been good – and are still good. We have amarvellous relationship with our owners. Our principle is‘the owners are always right and we are here to serve’, andowners responded very well. It is our owner satisfaction thatmakes me the most proud.”
Petchey has much to be proud of, not least the JackPetchey Foundation, established in 1999 to give opportunities
to young people in London. Over the last ten years he has donated over£70 million to schools, clubs andprojects, and six years ago founded thePetchey Academy, a school for seven to 11-year-olds. In 2004 he was awardedan OBE at Buckingham Palace, by HerMajesty The Queen, followed by a CBEin 2011 in further recognition of hisservices to young people.
“I believe that we have an obligationto give back to society – however littlewe have, we should always give ahelping hand to those less fortunate,”Petchey explained. “I now plan to givethe Foundation more of my time, as wehave broadened its horizons toencompass the whole of London, Essexand, of course, the Algarve. And I stillhave other businesses to run, so I’m not
about to retire just yet!”Meanwhile, the new owner of Petchey Leisure, Magnum
Holdings Singapore, an associate of MGM, is set to take thecompany on to greater heights. Petchey says: “They are veryexperienced hoteliers and travel agents in Asia and I’m suretheir enthusiasm will bring new blood and ideas to what isalready a well-run holiday business. I shall certainly miss myextended Petchey ‘family’ however, some of whom I’veknown for almost 40 years. I’d like to thank all whocontributed towards making Petchey Leisure the success it istoday and wish them well in the future.”
Dimitris Manikis, RCI’s vice president, BusinessDevelopment, Europe, Middle East, Africa, said: “What I admiremost about Jack is his vision and the tremendous heart andcourage he has shown throughout his career in entering newmarkets, exposing himself to great financial risk at times, buthaving the belief in his product and all those he works with todrive it through to success. And that applies equally to hisincredible charity work through the Jack Petchey Foundation.
“It has been a real honour to work with Jack. I knoweveryone in the industry will join me in thanking him for beinga shining example and an inspiration to so many of us.”
In July this year, Jack Petchey, OBE, CBE, a true pioneer of the
industry and one of the most inspiring personalities in the
business announced he had sold Petchey Leisure. RCI Ventures
talks to the entrepreneur about the past, present and future.
INDUSTRY INSPIRATION
V
32 | RCI Ventures, September 2012
LOOKING TO THE LONG TERM
Tengman believes Holiday Club’s long-term expertise and experience,which includes having an efficient marketing and sales operation andlong-term relationship with, and affiliation to, RCI – can only enhancethe industry in the Canary Islands. “Our business concept is forged uponhigh-quality holiday resorts, satisfied customers, reliable operations andthe flexibility of exchanging holiday weeks,” he explained.
“Strong values and high business ethics are paramount to oursuccess – we are a respectable and reliable company that has earnedour customers’ trust and mutual respect through our professionalism.”
Happy customers who become long-term clients have enabledHoliday Club to develop strong in-house sales and owner referralprogrammes, but the company also continues to innovate in itsmarketing efforts. The only European timeshare company to operate incorporate markets – selling to other businesses, associations, tradeunions and more – it also tailors products, such as trial memberships,to the needs of individual purchasers, according to Tengman.
“Some of our guests acquire full membership and others a trial-package to get a taste of how fantastic holidays with Holiday Club canbe,” said Lucock. “In this way they can become members wheneverthey feel they are ready, without being under pressure.
“Recently we have also implemented a non-buyer’s programme,which is steadily starting to create response. It consists of regularoffers to people that have visited the resort without purchasing. Weknow that personal situations change and if someone does not see theneed to purchase today, it does not close a door for the future.”
The company is also targeting its existing owner base in NorthernEurope via rental and fly-buy programmes but, as ever, the quality ofthe product is key, according to Lucock.
“Many destinations in Southern Europe – particularly the CanaryIslands – offer year-round sunshine, average temperatures of 25ºC andboast some of the best beaches in the world. Direct flight connectionsfrom all other European countries are excellent,” he said.
“However, the market is becoming increasingly competitive and oursociety is becoming increasingly aware of the timeshare industry. Thereexists a need to be creative and diversify into other areas.”
Lucock added that as customers became more demanding, theindustry needed to respond to the challenge, something that wouldcrucially impact its long-term development. “We believe there will be aconsolidation of the business and plan to put Holiday Club in the bestposition to capitalise on the market shifts and to be able to offer evengreater guest experiences to our members.”
QUOTE: THE RESULTS ARE INCREDIBLE AND SURPASS EVENOUR EXPECTATIONS. THE SPEED AT WHICH WE COMPLETEDTHE WORKS IS EXTRAORDINARY. CALVIN LUCOCK
DEVELOPMENTS – EUROPE
One of the units at Holiday Club Jardín Amadores.
Holiday Club Puerto Calma in Puerto Rico on the southcoast of Gran Canaria, pictured, has reopened afterundergoing a complete refurbishment programme inrecord time.
All the resort’s 109 apartments have beenredesigned and refitted to the highest standards, andall common areas improved, at a cost of €3.5m.
The work was originally scheduled to take place intwo phases over two years, with completion plannedfor October 2013, but progress was accelerateddramatically and work completed on 7 July 2012.
Completing a project of this scale within such a tighttimeframe is exceptional, and required major planningand management, with five different construction
teams employed simultaneously. Calvin Lucock, managing director
of Holiday Club Canarias, said:“Coordination of all the workforceswas extremely challenging, butexcellent planning carried outbeforehand made this miraculoustransformation of the resort in so
little time possible. So far all members and guests areextremely satisfied with the results.”
In addition to the unit refurbishment, common areaimprovements include a completely new pool facilityequipped with a relaxing spa, and upgrades to thegardens and pool bar.
“After listening to numerous requests from ourmembers and doing an in-depth study of the resort, we immediately put together this ambitious plan,”explained Lucock.
“The results are incredible and surpass even ourexpectations. The speed at which we completed theworks is extraordinary. We look forward to enjoying –together with our members – this fabulous resort.”
RECORD-BREAKINGREFURB FORPUERTO CALMA
Calvin Lucock
V
RCI Ventures, September 2012 | 33
QUOTE: OUR PRINCIPLE IS ‘THE OWNERS ARE ALWAYS RIGHT AND WE AREHERE TO SERVE’, AND OWNERS RESPONDED VERY WELL. IT IS OUR OWNER
SATISFACTION THAT MAKES ME THE MOST PROUD. JACK PETCHEY
PROFILE
AFTER leaving school at 14 JackPetchey was told in his first job‘you’ll never make a businessman’. It is a testament to his strength ofcharacter and entrepreneurial spiritthat, as a boy from London’s EastEnd, with just £60 and a second-hand motor car – he went on tobuild a diverse and successfulorganisation.
Petchey’s thriving car salesbusiness was quickly followed by aproperty portfolio comprised ofoffices, shops and even a largetrading estate in Great Yarmouth. In1969 he bought a site on Portugal’sAlgarve and built a holiday complex.He remembers: “At the time wewere told we were crazy to pay sucha high price for the land. Years laterwe were told how lucky we were.” That complex becameClube Praia da Oura, the first resort in the Petchey Holdingsand Petchey Leisure timeshare portfolio, since joined by sevenfurther resorts in Portugal, the UK and Spain.
“I went to America and saw how people were enjoyingbreaks in their second homes, as they saw them. Thetimeshare accommodation was generally larger and of ahigher standard than hotels, giving owners the chance toexperience a home from home while on holiday,” saysPetchey. “I wanted to bring that same experience to Europeand so brought the already successful Clube Praia da Ourainto timeshare with RCI in 1982. The concept took offimmediately.”
With a constant quest for quality and a clear businessmantra, Petchey told RCI Ventures: “All my years in thebusiness have been good – and are still good. We have amarvellous relationship with our owners. Our principle is‘the owners are always right and we are here to serve’, andowners responded very well. It is our owner satisfaction thatmakes me the most proud.”
Petchey has much to be proud of, not least the JackPetchey Foundation, established in 1999 to give opportunities
to young people in London. Over the last ten years he has donated over£70 million to schools, clubs andprojects, and six years ago founded thePetchey Academy, a school for seven to 11-year-olds. In 2004 he was awardedan OBE at Buckingham Palace, by HerMajesty The Queen, followed by a CBEin 2011 in further recognition of hisservices to young people.
“I believe that we have an obligationto give back to society – however littlewe have, we should always give ahelping hand to those less fortunate,”Petchey explained. “I now plan to givethe Foundation more of my time, as wehave broadened its horizons toencompass the whole of London, Essexand, of course, the Algarve. And I stillhave other businesses to run, so I’m not
about to retire just yet!”Meanwhile, the new owner of Petchey Leisure, Magnum
Holdings Singapore, an associate of MGM, is set to take thecompany on to greater heights. Petchey says: “They are veryexperienced hoteliers and travel agents in Asia and I’m suretheir enthusiasm will bring new blood and ideas to what isalready a well-run holiday business. I shall certainly miss myextended Petchey ‘family’ however, some of whom I’veknown for almost 40 years. I’d like to thank all whocontributed towards making Petchey Leisure the success it istoday and wish them well in the future.”
Dimitris Manikis, RCI’s vice president, BusinessDevelopment, Europe, Middle East, Africa, said: “What I admiremost about Jack is his vision and the tremendous heart andcourage he has shown throughout his career in entering newmarkets, exposing himself to great financial risk at times, buthaving the belief in his product and all those he works with todrive it through to success. And that applies equally to hisincredible charity work through the Jack Petchey Foundation.
“It has been a real honour to work with Jack. I knoweveryone in the industry will join me in thanking him for beinga shining example and an inspiration to so many of us.”
In July this year, Jack Petchey, OBE, CBE, a true pioneer of the
industry and one of the most inspiring personalities in the
business announced he had sold Petchey Leisure. RCI Ventures
talks to the entrepreneur about the past, present and future.
INDUSTRY INSPIRATION
V
As timeshare enters its fifth decade it could be said to be a
mature market, but it’s from youth that we’ll find our future,
writes the Resort Development Organisation’s (RDO) chief
executive, PAUL GARDNER-BOUGAARD.
34 | RCI Ventures, September 2012
During the great growthyears of timeshare – the
‘80s and ‘90s – developers wereclear who their customers were.Sales were targeted athomeowners, married couplesaged 35-plus with a householdincome of at least £25,000.
Fast-forward 20 years andtimeshare is in a changedlandscape. The rapid growth hasslowed into that of a maturemarket. The majority of owners,and even some resorts, are intheir autumn years. Thoughsales are still strong, we’re nolonger sprinting off the blocks,and suffer the disdain of youth,who think timeshare’s somethingold people own. Frankly,timeshare’s middle-aged.
And like middle-aged people, as an industry we’veacknowledged our short-comings – that we can be old-fashioned in the way we dothings, and are not seen oftenenough sporting the latestfashion accessories of themodern holiday resort, such as
YOUTHTHE ANSWER TO MATURITY
in-room technology.According to the latest
research from ARDAInternational Foundation, there’sbeen a modest improvement intimeshare sales in Europe – up0.7 per cent to $1.57 billion in2010 – in itself a truly significantvalue to put on any industry. Ifwe invest in the younger buyer,we can improve on this.
We recently commissionedBournemouth University todetermine how the timesharemarket is viewed by the youngergeneration. The report foundthat 30 per cent of respondents,aged under 30, did not have apositive opinion of timeshare,while only 20 per cent had a
QUOTE: WE SHOULD INVEST IN IN-ROOM WIFI AND MP3DOCKING STATIONS AND OTHER CUTTING-EDGETECHNOLOGIES. PAUL GARDNER-BOUGAARD
FINAL CALL
‘‘‘‘
detailed understanding of it. Italso suggested the industry isnot reaching younger people inthe media they are using.
But with all of these findingscomes opportunity. Although 30 per cent of respondentsdidn’t have a positive opinion oftimeshare, 50 per cent wereneutral. Thus the youngergeneration hasn’t inheritednegative perceptions oftimeshare. While 80 per centdon’t understand timeshare,there’s a fantastic opportunity totell them our own story and toeducate these potential buyerswithout being stalled by negativeindustry stereotypes.
We can all get our messageout in the right media, whereyoung people go to talk aboutlifestyle products. Today, thatlargely means online – socialmedia, videos, blogs and more.Once the chatter acrossFacebook and Twitter turns tothe great holidays to be enjoyedin timeshare – complete withshared pictures and videos – ourindustry will gain real tractionwith the buyers of tomorrow.
We know commitment-phobeyoungsters struggle with long-term timeshare products, so whynot offer them trial packages
instead of in perpetuity? Givethem the chance to sample thetimeshare lifestyle before havingto commit for a lifetime. Surelywe’ve faith enough in ourproducts to know they will staywith us for the long-term.
It’s a fact that young peopleare technophiles but manytimeshare resorts offer limitedtechnological facilities that ayounger client would expect. Weshould invest in in-room WiFiand mp3 docking stations andother cutting-edge technologies.
But why stop there? There isa wonderful opportunity forresorts to integrate technology,such as tablets and smartphones, into resort technologyto allow customers to interactthrough social networks, both inand outside of the resort toboost public awareness.
We need to start looking atthe holiday world through theeyes of the younger generation,to understand what theywant – and deliver.”
■ RDO members are entitled toa complimentary copy of theBournemouth University report,An Investigation To DetermineThe Timeshare Market AmongstThe Younger Generation.Contact Sue McNicol, RDO’sHead of Operations in the UK, [email protected]
’’For over 35 years we’ve been helping our affi liates achieve results that grow their business. With 3.8 million members and more than 4,000 affi liated resorts worldwide, RCI continues to be the exchange provider of choice for some of the largest and most successful developers in the vacation ownership industry. Backed by industry-shaping innovations and service that includes some of the best products, the best technologies, and the best people, RCI is uniquely positioned to help you achieve your goals in shared ownership.
For more information, e-mail [email protected] or call +44 (0) 1536 314651.
“Our working relationship with RCI, stretching back more than 25 years, has been one of mutual benefi t and support with both companies sharing a dynamic and far-sighted approach, which has been instrumental in shaping the industry and taking it forward. As the largest international exchange facilitator, RCI is integral to our sales adding a further dimension to owning with Club La Costa. Our two companies continue to work together to increase the number and diversity of quality resorts across Europe, and beyond, to serve an expanding membership.”
Roy PeiresDeveloper and Chairman, Club La Costa Resorts & HotelsRCI Affi liate since 1986
For long-term growth, take thelong-term view
As timeshare enters its fifth decade it could be said to be a
mature market, but it’s from youth that we’ll find our future,
writes the Resort Development Organisation’s (RDO) chief
executive, PAUL GARDNER-BOUGAARD.
34 | RCI Ventures, September 2012
During the great growthyears of timeshare – the
‘80s and ‘90s – developers wereclear who their customers were.Sales were targeted athomeowners, married couplesaged 35-plus with a householdincome of at least £25,000.
Fast-forward 20 years andtimeshare is in a changedlandscape. The rapid growth hasslowed into that of a maturemarket. The majority of owners,and even some resorts, are intheir autumn years. Thoughsales are still strong, we’re nolonger sprinting off the blocks,and suffer the disdain of youth,who think timeshare’s somethingold people own. Frankly,timeshare’s middle-aged.
And like middle-aged people, as an industry we’veacknowledged our short-comings – that we can be old-fashioned in the way we dothings, and are not seen oftenenough sporting the latestfashion accessories of themodern holiday resort, such as
YOUTHTHE ANSWER TO MATURITY
in-room technology.According to the latest
research from ARDAInternational Foundation, there’sbeen a modest improvement intimeshare sales in Europe – up0.7 per cent to $1.57 billion in2010 – in itself a truly significantvalue to put on any industry. Ifwe invest in the younger buyer,we can improve on this.
We recently commissionedBournemouth University todetermine how the timesharemarket is viewed by the youngergeneration. The report foundthat 30 per cent of respondents,aged under 30, did not have apositive opinion of timeshare,while only 20 per cent had a
QUOTE: WE SHOULD INVEST IN IN-ROOM WIFI AND MP3DOCKING STATIONS AND OTHER CUTTING-EDGETECHNOLOGIES. PAUL GARDNER-BOUGAARD
FINAL CALL
‘‘‘‘
detailed understanding of it. Italso suggested the industry isnot reaching younger people inthe media they are using.
But with all of these findingscomes opportunity. Although 30 per cent of respondentsdidn’t have a positive opinion oftimeshare, 50 per cent wereneutral. Thus the youngergeneration hasn’t inheritednegative perceptions oftimeshare. While 80 per centdon’t understand timeshare,there’s a fantastic opportunity totell them our own story and toeducate these potential buyerswithout being stalled by negativeindustry stereotypes.
We can all get our messageout in the right media, whereyoung people go to talk aboutlifestyle products. Today, thatlargely means online – socialmedia, videos, blogs and more.Once the chatter acrossFacebook and Twitter turns tothe great holidays to be enjoyedin timeshare – complete withshared pictures and videos – ourindustry will gain real tractionwith the buyers of tomorrow.
We know commitment-phobeyoungsters struggle with long-term timeshare products, so whynot offer them trial packages
instead of in perpetuity? Givethem the chance to sample thetimeshare lifestyle before havingto commit for a lifetime. Surelywe’ve faith enough in ourproducts to know they will staywith us for the long-term.
It’s a fact that young peopleare technophiles but manytimeshare resorts offer limitedtechnological facilities that ayounger client would expect. Weshould invest in in-room WiFiand mp3 docking stations andother cutting-edge technologies.
But why stop there? There isa wonderful opportunity forresorts to integrate technology,such as tablets and smartphones, into resort technologyto allow customers to interactthrough social networks, both inand outside of the resort toboost public awareness.
We need to start looking atthe holiday world through theeyes of the younger generation,to understand what theywant – and deliver.”
■ RDO members are entitled toa complimentary copy of theBournemouth University report,An Investigation To DetermineThe Timeshare Market AmongstThe Younger Generation.Contact Sue McNicol, RDO’sHead of Operations in the UK, [email protected]
’’For over 35 years we’ve been helping our affi liates achieve results that grow their business. With 3.8 million members and more than 4,000 affi liated resorts worldwide, RCI continues to be the exchange provider of choice for some of the largest and most successful developers in the vacation ownership industry. Backed by industry-shaping innovations and service that includes some of the best products, the best technologies, and the best people, RCI is uniquely positioned to help you achieve your goals in shared ownership.
For more information, e-mail [email protected] or call +44 (0) 1536 314651.
“Our working relationship with RCI, stretching back more than 25 years, has been one of mutual benefi t and support with both companies sharing a dynamic and far-sighted approach, which has been instrumental in shaping the industry and taking it forward. As the largest international exchange facilitator, RCI is integral to our sales adding a further dimension to owning with Club La Costa. Our two companies continue to work together to increase the number and diversity of quality resorts across Europe, and beyond, to serve an expanding membership.”
Roy PeiresDeveloper and Chairman, Club La Costa Resorts & HotelsRCI Affi liate since 1986
For long-term growth, take thelong-term view
to ten magnificent years!Cheers
In 2002, The Registry Collection® programme launched as the
first-ever global luxury exchange programme.
Today, we proudly celebrate our tenth anniversary with nearly
