Sun-Powered Savings

U.S.-Based Solar Blue Offers Eco-Friendly Power Generation – And Pays to Put the Technology in Place

By Matthew McDaniel

Green is good. Everybody knows that. We’ve all heard so much about going green, reducing our carbon footprint and saving the Earth. We all agree it’s a good thing, and a few of us are true-green evangelists – that is, people actually doing it solely for ethical reasons – people who were eco-conscious back when being environmentally active definitely wasn’t cool (unless all your friends had long hair, wore sandals and were into henna). But, basically we’re all doing it now.

For some, going green means greenwashing, an attempt to look environmentally responsible simply to attract consumers who desire to reduce their environmental impact.

And not too long ago, green meant money to many, and to some it still does.

But entrepreneur Lee Maher has found a way to bring both shades of green to resort properties through his company, Orlando, Florida-based Solar Blue. The technology is cutting edge – but the business plan is prescient, too: Maher has devised a way for resorts to save both energy and money without having
to make substantial capital investments.

The technology is key, though. Maher and his experienced team say that with typical power systems and equipment “there is a lot of loss of energy.” So Solar Blue provides and/or retrofits electrical generators, hot water heaters, air-conditioner units, lighting, energy and water management systems and the like. The company also offers photovoltaic technology, but Maher notes that while “photovoltaic is still not quite there, it’s real close,” explaining that at present its use is practical only where kilowatt hours are relatively expensive, such as in the Caribbean. “Right now it hasn’t quite made enough sense to do it on a major scale in the United States. But it’s great; it’s clean energy, and in our process we save for each community
not only energy, but millions of tons of carbon dioxide.”

But with complete energy conservation and management systems costing up to 5 million dollars, most developers find their green intentions discouraged and opt for indirect and less-effective energy conservation practices. “Nobody wants to put up those kinds of dollars,” Maher says. “So we actually do our own financing, we install all our products for free, and we maintain, insure and warrant them.”

So what’s the catch? None, Maher says. “We install all these products for free with a 20-year lease time frame that is free. We’re getting paid only with the energy we save. Depending on the size and scope of the project, a very favorable share of the savings are shared between the client and Solar Blue.” Maher believes they are the only company offering such a plan, and says they have patented the idea.

Other companies are now seeing the benefits of Maher’s vision. He cites Solar Blue’s partnership with Marriott Vacation Club International (MVCI), which is employing Solar Blue-installed technology at resorts
in Florida and the Caribbean. “In Marriott’s case, we take last year’s bills we compare them with this year’s, and give back 10% of whatever we saved them.

Edward Kinney, vice president of corporate affairs for Marriott Vacation Club International, says that while some year-over-year costs cannot be reduced – such as taxes and insurance – having Solar Blue sustain
energy costs, let alone reduce them, is a tremendous financial benefit to both developers and homeowners associations. Kinney says Marriott is pleased to be working with Solar Blue, which he describes as part of
his company’s goal to partner with the “best of the best” in every area.

Maher believes all his clients are “doing the right thing,” noting that Solar Blue technology enables resorts to obtain LEEDS and other certifications, which they can then tout confidently to consumers. “We’re so much more green than only changing the linens every other day and using certain green products. We’re the real carbon dioxide savings.

“People do ask what the downside is. I truly can’t think of a downside. Resort developers pay us after the fact, after all the savings,” Maher says. “If they don’t save anything, they won’t pay anything. It’s a win-win. They have nothing to lose.”

That combination of solid product and affordability are opening up new markets for Solar Blue, and the company has looked or is currently looking at opportunities in Thailand, Dubai, and Saudi Arabia. “We have
12 projects now that we’re doing in Hawaii,” Maher says. In addition to contracts with big players such as MVCI and Wyndham Vacation Ownership, Maher says his business is booming because of “great alliances
with some of the smaller contractors.”

While the payment and savings set up may be radical, using the technology to it’s fullest has been a long time coming for Solar Blue’s Maher. I’ve always had a passion for energy, especially solar energy, “I did a thesis on solar distillery when I was in college. Even my mother’s house, which is 34 years old, has the same exact solar unit that I put on there for $480.”

It’s taken a long time, but Maher has finally bridged the gap between saving the planet and saving money.

Green, in both senses of the word, is indeed good.

A Closer Look at Photovoltaic Technology
Solar Blue’s commercial solar power systems are utility-tie (or grid-tie) systems. Solar modules are mounted on the roof or ground to convert sunlight into direct-current (DC) power. The DC power is sent to an inverter to convert it to alternating current (AC) power. The electricity then travels from the inverter to the electrical service panel (the breaker box) where it is distributed to electrical loads throughout the facility.

These systems have one function only: feed all electric power generated by the solar panels through a synchronous utility-grade inverter and offset the power normally consumed from the utility company. They slow, stop or reverse utility metering depending on the time of day, the loads present and the size of the solar system installed. Excess power produced by the solar modules flows into the grid through the electric meter, causing the meter to run backwards, resulting in a credit from the utility company. What’s more, net metering agreements with utility companies can include time-of-use metering that provide for power credits at different rates for peak and off-peak use.

The systems essentially wake up in the morning and shut down in the evening. They are simple in nature, composed primarily of solar panels and a synchronous utility grade inverter. There are no batteries to replace and the systems cost less than their “utility interactive” counterparts, which have batteries and additional controls to merely provide backup power during utility failures.

Green Glossary

Greenwashing – Attempts by companies or corporations to appear environmentally friendly when their actions are more to gain consumer acceptance and have little or no real impact (or the perception by consumers of such).

LEED Certification – The U.S. Green Building Council’s (www.usgbc.org) independent, third-party verification that a building project meets the highest green building and performance measures using the Leadership in Energy and Environmental Design (LEED) Green Building Rating System.

LEED Professional Accreditation – Green Building Certification Institute (www. gbci.org) credentials for building-industry professionals who have demonstrated a thorough understanding of green building and the LEED Green Building Rating System. This credentialing indicates the building professional can facilitate LEED certification.

Photovoltaic – The application of solar cells for energy by converting sunlight directly into electricity, also known as solar electric.

Solar Hot Water – A system by which water is heated for use by solar power. These systems are composed of solar thermal collectors, a fluid system to move the heat from the collector to its point of usage, and a reservoir tank for heat storage and subsequent use.

Solar Thermal – The harnessing of sunlight for heat generation.

UK Green Building Council – The UKGBC (www.ukgbc.org) is a membership organization consisting of businesses from across the industry, non-governmental organizations, academic institutions and government agencies launched in February 2007 to bring cohesion to the U.K. green building movement.

World Green Building Council – A union of national councils whose mission is to accelerate the transformation of the global building environment toward sustainability. The current member nations of the WorldGBC (www.worldgbc.org) represents more than 50 percent of global construction activity, and touches
more than 15,000 companies and organizations worldwide.

Matthew McDaniel is a Winter Springs, Florida-based freelance writer who has authored several articles on how the vacation ownership industry can cost-effectively embrace green technology and practices.

A Day in the Life of…Elizabeth Brock, Wyndham Vacation Ownership

Spending most of her career in sales, Elizabeth Brock, business unit regional trainer for Wyndham Vacation Ownership (WVO), jumped at the opportunity to transition into training. “Wyndham has been so good to me. I was thrilled to have the opportunity to teach, give back and empower others,” said Elizabeth.

As a business unit regional trainer, Elizabeth supports 13 sites in the mid-Atlantic from South Carolina to Massachusetts. Covering so many sites requires organization. She schedules a travel calendar every quarter to be on-site working with her trainers and develops a comprehensive plan of action that enables WVO to be the industry’s sales leader.

In her role, Elizabeth serves every site, participates in ride-alongs and aids sales professionals enabling them to make the sale. She also takes time to mentor, evaluate and coach the trainers on her team. All in all, Elizabeth provides support for three area vice presidents and eight vice presidents and serves as a business partner to the region’s senior vice president to ensure continued growth for WVO.

Vacation ownership requires a different mindset than traditional sales. Having enjoyed a successful career in sales for Wyndham, Elizabeth is an ideal person to provide insight and teach new sales trainees. Recruited by Travis Bary, senior vice president – mid-Atlantic region, Elizabeth spent eight months in the company’s in-house sales team at Wyndham Grand Desert in Las Vegas, Nev., and also served as the resort’s site trainer. Travis taught her that the key to success is all about having a plan of action. And succeed she did. Elizabeth
produced $1.7 million in sales in her short tenure as an in-house sales representative.

“We don’t sell tangible products. Our product is vacation – enjoying time with your family so the key to closing the sale is connecting the emotion of enjoying vacations to the logic of the value of vacation ownership,” explains Elizabeth.

Selling vacation ownership is selling people on making a commitment to quality time with their loved-ones. Owners not only make a commitment to take time for themselves and vacation, but they get to do so through WVO’s network of resorts. “It’s all about deciding to enjoy life and getting away from the everyday grind. We want our owners to keep on dreaming, and there is no limit to living life to the fullest!” exclaims Elizabeth.

Vacation ownership is a product she believes in. “Timeshare has been very good to me. I was adopted by an American family, and since I was a kid, I knew that I wanted to give back to others but didn’t know how,” says Elizabeth. “So when I got into timeshare almost 10 years ago I was able to fulfill one of my dreams. You see, not only do I train our sales representatives, but I am a WVO owner.Without my timeshare, my husband and I would not have been able to fly to South Korea and give back to the orphanage where I came from. We were able to donate over one million dollars in Korean money, or $15,000 U.S. dollars to the orphanage, and I was so grateful for the opportunity.”

That was when she knew it was time to give back to WVO and train and teach others to achieve the successes that she had attained. Elizabeth credits her success to the wonderful mentors that have helped her along the way. From her parents and her husband to Travis Bary, who taught her to focus and create a plan of action to Maria Margenot, senior vice president of sales development and training, who reminds her to align with the organization, empower her trainees and serve others. Nevertheless, she also credits Rita Brugger, west business unit regional trainer and Ronnie Crawford, west region senior vice president,
for really encouraging her to pursue sales training. “I love growing and teaching people in the industry, and Rita recognized that,” notes Elizabeth.

“My biggest joy in being a business unit regional trainer is to teach, empower and support my sales trainers in anyway I can,” says Elizabeth. “They are so important to me.

One of Elizabeth’s team members, Bill Wiygul replies, “Elizabeth is a Godsend, and it is an honor to have an opportunity to be mentored by her. With Elizabeth on my side I never have to worry about whether or not I have her support or WVO’s. She is the foundation from which we as trainers build our empires. I would follow her anywhere in this company.”

Josef Berger notes, “I feel what is unique about our team is that we are all very giving and that starts with Elizabeth. We care about the success of the region not just our individual successes. Once we find something that would help WVO, we share that with the entire team.” Training is such an important part of a sales department because it helps fuel future sales growth and develops exemplary sales professionals. And, “star” trainers aid stronger sales – the engine of the company. “I want all of my trainers to be stars. My trainers were all successful sales people before becoming trainers,” says Elizabeth. “The old stigma that
trainers train because they can’t sell is history.”

“Moving to beautiful Myrtle Beach, South Carolina and becoming a sales trainer for Wyndham Vacation Ownership is one of the best decisions I have ever made. We have the best product, the top resorts, and I get to work with some of the best trainers in the industry,” says Elizabeth.

Convention Review – The Voice Of Optimism In Challenging Times

Annual Vacation Ownership Investment Conference Covers the Do’s and Don’ts For Uncertain Economic Times

By Matt McDaniel

Given the recent economic horror that has descended upon the United States and rest of the world, the robust and eager attendance at the Vacation Ownership Investment Conference (VOIC for short, and pronounced voice) is perhaps the timeshare industry’s greatest testament to its resilience and optimism toward the future.

When the details of the October 2008 event were being planned and confirmed, no one could have imagined the financial turmoil that would have businesses and consumers reeling that month. And yet the 10th annual
event, held at the Peabody Orlando in Florida, saw a level of attendance not down terribly over the previous year (less than 10 percent) at a time when other industry conferences were seeing attendance drop by more than a third, according to David C. Gilbert. “That kind of turnout, which was very solid considering the circumstances, shows continued interest in the vacation ownership industry,” says Gilbert, who is executive vice president of sales and marketing for Interval International, a timeshare exchange and vacation services company, and a patron sponsor and organizer of VOIC.

VOIC is an industry event that focuses on the successful financing, development, branding, marketing, selling and management of vacation ownership resorts. For the timeshare-investment inquisitive VOIC offers educational sessions that introduce both new ideas and time-tested concepts. For industry veterans, the conference is a networker’s dream, as developers, lenders and suppliers from around the globe converge.

International Exposure
Gilbert says the size of the international delegation at the conference was impressive, with about one-quarter of the attendees from outside the United States. “There was good representation from Central America, Mexico, Canada and the Caribbean,” he says, “and a lot of them already have shared ownership developments in progress, while some are looking into it.”

Gilbert believes the strong international interest reflects well on the status of international markets and should lead VOIC to continue to focus on international markets and tailor the proceedings to international
attendees as the event grows that constituency going forward.

This year’s global emphasis included opening remarks by featured guest speaker Jean-Claude Baumgarten, president of the World Travel and Tourism Council, as well as sessions such as The International Markets
Heat Up; Thriving Markets: Mexico, Central America and the Caribbean; and Opportunity Among the Maple Leaves.

Something for Everyone
But VOIC isn’t just for international delegates. Among the attendees were resort developers considering or
currently developing various types of vacation ownership products; lenders wanting to learn more about vacation ownership financing and eager to meet new and current vacation ownership developers; and existing industry players looking for new capital and development opportunities.

Gilbert says VOIC is the perfect place for such endeavors, noting that the conference’s main takeaways are fourfold:

- Discovering how vacation ownership can maximize a project’s earning potential
- Learning the latest on acquisition development and end-loan financing
- Exploring the boom in fractional resorts and private residence clubs
- Making valuable contacts, including developers, hoteliers, lenders, vacation ownership experts, government tourism officials, and others.

This year’s event had an extra, unexpected component, however, as speakers, including keynote speaker Peter C. Yesawich, chairman and chief executive officer of Ypartnership, addressed the stumbling global economy. A primary point made by Yesawich, whose firm co-authors the widely respected National Travel Monitor annual survey (from which he presented highlights concerning future timeshare buyers), is that
vacation ownership will have to embrace price transparency or bear the negative consequences at the sales table – an alien concept to old-school developers.

Yesawich’s call to accept the coming changes were seconded by special guest speaker Cam Marston, a workforce dynamics expert who meticulously detailed four distinct age groups and their working and buying habits and hangups. Marston, president of Marston Communications and author of Motivating the “What’s in It for Me?” Workforce, explained that each generation is different enough to warrant adjustments not only to the workplace, but also to the sales center. (See the sidebar “Not Your Father’s Timeshare.”)

Interval’s Gilbert agreed as well, noting that vacation ownership sales personnel “talk to all generations of consumers. A lot of people focusing on standardizing, talking the same way to different people – but that will alienate ultimately,” he says. “For any industry, to be strategic about sales is going to enhance success.”

‘A Challenging Time’
But the main message coming out of VOIC, says Gilbert, is that it is “clearly a challenging time; it’s challenging getting capital, challenging to get consumers to make decisions to buy a shared ownership purchase.” But he adds that in spite of the economy, “well structured” vacation ownership developers are seeing decent sales.

So what about potential investors an new developers?

“I wouldn’t say new entrants shouldn’t get into the shared ownership business,” says Gilbert, “but they should be well capitalized enough to succeed. Developers currently and in the near term need to bring more equity because lenders are demanding it.” He says other key factors to obtaining success are the right partnerships, solid development and sales and marketing teams, and good locations. “Projects that suffer the most are at secondary destinations,” he observes. “You do better with primary destinations if you’re
going to be in vacation ownership business.”

Not Your Father’s Timeshare
As Millennials and Xers increasingly populate the workforce and buying public, these younger generations are changing both workplace dynamics and consumer preferences.

Keynote speaker Cam Marston, of Marston Communications, dynamically presented how different age groups work, play and purchase uniquely. And to succeed in today’s market, argues Marston, you’ve got to understand these differences.

Matures
Born: 1909 – 1945
The eldest members of the Matures remember the Great Depression and their memories of those times have made an indelible mark on them.

In the workplace, they:
- Are loyal to their employer and expect the same in return.
- Possess superb interpersonal skills.
- Believe promotions, raises, and recognition should come from job tenure.
- Measure a work ethic on timeliness, productivity, and not drawing attention.

In the marketplace, they:
- Demand quality. It is more important than speed or efficiency.
- Are loyal customers but aren’t afraid to shop around.
- Willingly follow the rules that have been established. They believe they are there for a reason.
- Think the standard options are just fine.
- There is no need to get fancy or customize.

Boomers
Born: 1946 – 1964
Boomers are an amazing workforce because of their dedication to a solid, strong work ethic that is uniquely defined by them as working long and hard and being seen doing it.

In the workplace, Boomers:
- Believe in, champion, and evaluate themselves and others based on their work ethic
- Believe teamwork is critical to success.
- Believe relationship building is very important.
- Expect loyalty from those they work with.

In the marketplace, Boomers:
- Are interested in products and services that will allow them to regain control of their time.
- Believe technology brings with it as many problems as it provides solutions.
- Want products and services that have been customized for them, the individual.
- Want products and services that will indicate to their peers that they’re successful.

Xers
Born: 1965 – 1979
As youth they were told they’d be the first generation in the nation’s history that would not be as successful as their parents.
In the workplace, Xers:
- Want open communication regardless of position, title, or tenure.
- Respect production over tenure.
- Value control of their time.
- Look for a person to whom they can invest loyalty, not a company.

In the marketplace, Xers:
- Can spot a phony a mile away.
- Rely on peer-to-peer referrals more than any other generation.
- Want options; plans B, C, and D.
- Want to be in control of the sale.

Millennials
Born: 1980 – 2000
Millennials are living in a world ubiquitous with technology. The recent economic downturns are the first change in the nation’s economic pace they’ve experienced.

In the workplace, the Millennials:
- Search for the individual who will help them achieve their goals.
- Want open, constant communication and positive reinforcement from their boss.
- Find working with someone of the Mature generation easy to do.
- Search for a job that provides great, personal fulfillment.

In the marketplace, the Millennials:
- Want to be like their peers but with a unique twist.
- Don’t want to be hurried.
- Are loyal consumers.
- Search for the unique and hard to find items.

Source: Marston Communications

Matt McDaniel is an Orlando, Florida-based business writer who has attended VOIC several times since its inception and has spent more than a decade covering the vacation ownership industry. He may be reached at McDaniel.Communications@gmail.com.

WWR – The New Wellness Revolution

Wellness Technologies help you take care of your own health through Clean air – Pure water –Natural nutrition – Good exercise – Quality sleep – Rest and relaxation – Natural energies.

Many resorts and hotels have taken the step to integrate spa and gym facilities to enhance their guests stay. Wellness Rejuvenation Rooms take these innovations one-step further. The difference between a spa or gym and a wellness rejuvenation room is that unlike the spa and gym there is no effort needed. With today’s hectic lifestyles we often do not have the time to set aside for healthy living exercise and general wellbeing. By just being in a wellness room doing what we would be doing anyway – sleeping, breathing and drinking the natural water we can feel rejuvenated and energised.

Benefits to a timeshare resort by having a Wellness Rejuvenation Room.

1) It would Give the In House department the opportunity to upgrade it’s existing owners into the Wellness rejuvenation Room Programme. For the first time timeshare could be selling and promoting the concept of experiencing good health which will be especially appealing to the Boomers who have the disposable
income to spend on health and wellness products and experiences.

2) The Wellness Rejuvenation Room can be priced as a premium room in the same way as a suite or an ocean view room is priced higher for a weekly or nightly rate. Most companies using this program have increased their room rates by between 20 and 30% per night.

3) It can give an additional revenue stream from potential product sales to guests who have experienced the products and would like to buy them to have in their own homes.

4) As a lead generation tool – Nikken who are the manufacturer of all of the products have agreed to feature all of the participating resorts on their website which is used by nearly half million distributors around the globe.

5) It only costs approx $5500- $7500 per room. Depending on occupancy rates this is typically recovered within 3 to 9 months.

Wellness Rejuvenation Rooms are proud and delighted to announce the addition of the latest hotel committed to  providing Wellness to its clients. The Aran Islands Hotel on Inis Mor, Aran Island, off the West coast of Ireland has now joined the growing list of accommodation providers who have embraced the Wellness Rejuvenation Room concept.

General Manager PJ… says…
“We here at the Aran Hotel are committed to providing a unique, healthy, natural, holiday for our guests
which ties in with the ethos of the island itself. I was so impressed by the WRR concept and the Wellness
Rejuvenation Room experience that we decided immediately that this was perfect for our hotel. The
added bonus which I must admit was the deciding factor, was the fact that, now our rooms can generate
a number of new revenue streams on a residual basis, as well as having access to hundreds of thousands of
people already focused on wellness. Anything new that can help us market our hotel is very welcome!” We are looking forward to working with the girls.

This family run hotel is located on one of Europe’s most picturesque and un-spoilt environments. The island of Inis Mor with a population of about 900 is the largest of the three Irish speaking Aran Islands, in the mouth of Galway Bay, and is an internationally recognized tourist destination, renowned for its unique way of life, where the age old traditions co-exist comfortably with modern living. Steeped in a rich history, and with a unique landscape, the island resembles an outdoor museum with over 50 different ancient monuments of Christian, pre-Christian and Celtic mythological heritage.

The Aran Islands Hotel is easily accessible from the mainland by either a half hour ferry trip or a short 10
minute flight with Aer Arann.

Selling More Timeshares and Fractionals: The Secret Is Offering A Better Loan

Low-interest, completely paperless loans make the vacation ownership decision much easier for consumers with excellent credit.

There’s more to selling a timeshare or fractional than having a breathtaking ocean view, direct access to ski lifts, the promise of good weather or golf, entertainment and other tourist attractions nearby. While it might be easy for a potential buyer to fall in love with your vacation ownership property, the decision to buy may ultimately become a financial equation.

Since vacation ownership purchases often are considered non-conventional products, financing options for these opportunities traditionally have been limited or associated with high interest rates. Many lending institutions today are hesitant to finance these kinds of properties because they can be difficult to resell if an owner defaults on the loan.

While home equity loans have been a popular choice for financing vacation ownership properties, some buyers don’t want to use the equity in their homes for a loan. Furthermore, the recent widespread decline in the housing market has resulted in increasing numbers of homeowners having diminished, little or no equity in their homes, which can make the task of securing a home equity loan nearly impossible.

All these conditions considered, in today’s financial climate, helping potential customers find the right loan may be the secret to selling more vacation properties.

Interest Rate Matters
According to the 2006 ARDA PricewaterhouseCoopers benchmark study, the average interest rate on a timeshare loan is 14.1 percent. This is extremely high compared with the rates of other loans that consumers are accustomed to, such as auto and home equity loans. High interest rates can cause consumers to hesitate about the purchase of a vacation property because they may expect a lower rate and be left with a negative impression about the entire buying experience. One negative impression can foil a final sale. The reality is especially unfair to consumers with stellar financial histories, because they
deserve special rewards for their proven fiscal responsibility.

Fortunately for these people, there’s FirstAgain, a new player in the consumer lending arena. Not only is FirstAgain offering loans for timeshares at rates as low as 7.49 percent, the San Diego-based company also is transforming the ways in which consumers can obtain funding for a wide variety of purchases. By offering interest rates that are nearly 50 percent less than the industry average, FirstAgain is saving timeshare and fractional buyers thousands of dollars on their purchases. For developers, these savings can be the difference between a “closed” and another “almost sold” deal.

You Do the Math
Lower interest rates equate to reduced monthly payments and improved affordability to buyers; these two factors can make all the difference in a sale. For example, if you have a timeshare or fractional property that’s selling for $20,000 with a 72-month term, offering your customer a loan at 7.99 percent* versus 14.1 percent results in a total savings of more than $4,500. That savings is more than 20 percent of the original cost of the vacation property!

 

 

	FirstAgain Financing	Industry Financing
Amount Financed	$20,000	$20,000
Loan Term	72 months	72 months
Interest Rate	7.99%*	14.1%**
Monthly Payment	$350.57	$413.19
Total Payments	$25,241	$29,749

With FirstAgain, your customer saves more than $4,500.
That’s more than 20 percent of the original cost of the vacation property!

Keep Your Competitive Edge
While the vacation ownership market continues to grow, so does the competition. Today’s buyers attend about three sales presentations before making a buying decision. Buyer expectations regarding value, convenience and flexibility also are increasing. To stay competitive, developers and lenders need to deliver a better value to consumers. FirstAgain can help with highly competitive interest rates and convenient loan processes. As noted previously, customers can save thousands of dollars over the life of the loan when financing a vacation property through FirstAgain. One easy way to stay competitive is to recommend FirstAgain to your potential buyers.

Developers Benefit from the AnythingLoan — Immediate Funding, Less Paperwork and No Risk
FirstAgain is an online consumer lending company that is committed to meeting the financing needs of individuals with excellent credit. The company offers the AnythingLoan, which like its name suggests can be used to purchase anything, including timeshares, fractionals, point-based vacation ownerships, airplanes, boats, travel expenses, vehicles, home improvements, medical and educational expenses, or absolutely anything else.

Consumers aren’t the only ones who benefit from the AnythingLoan — developers benefit too. When a potential buyer chooses the AnythingLoan, developers can receive 100 percent of the sale proceeds right away.

The AnythingLoan is America’s first completely paperless consumer loan — everything from application processing to document signing, loan funding and servicing is done online. The result is a unique, hassle-free lending experience that is very different from the existing hypothecation lending process that is prevalent in the vacation ownership market today.

With FirstAgain, the developer’s sales representatives simply instruct potential buyers to apply for a loan online directly with FirstAgain. The application process and credit decision take just a few minutes. After the loan is approved, customers go online to provide FirstAgain with the desired funding date, time and bank account information. FirstAgain wires the proceeds directly into the customer’s account, as soon as the same day. Because of this swift and responsive process, consumers can pay immediately for the timeshare or fractional purchase.

No Risks for Developers
FirstAgain does not take a security interest in the vacation ownership property, so there are no hassles with liens or titles, which makes financing much easier for both consumers and developers. Best of all, FirstAgain takes the credit risk; there is no recourse to developers or need to substitute new loans for problem loans – it’s FirstAgain’s responsibility from day one!

Developers not only receive immediate payment; loan default risk as well as collection and credit-related costs are eliminated. Customers apply directly with FirstAgain, so developers’ sales representatives are not bogged down in collecting credit information or the approval and funding processes, so they can spend
their time doing what they do best – selling. In addition, there is no burden or overhead of financing and servicing the debt.

“The low interest rate and simplicity of securing funding with the AnythingLoan make it a great option for prospective vacation ownership buyers,” says Mike Whittaker, vice president of Baja Lending Company. “The fact that it eliminates developer risks and provides immediate funding makes the sales process much
better for developers too.”

The AnythingLoan – Fast, Easy and Low Rates
With the AnythingLoan, customers receive:
- A fast, easy online loan application – and credit decision in minutes;
- Same-day funding directly into the account of their choice;
- An unsecured loan that does not require the pledging of assets;
- The ability to own their purchases lien free;
- Loan amounts from $7,500 to $100,000;
- Fixed, low-interest loans with rates as low as 5.99 percent* (rates vary by loan purpose, amount and term. – Timeshare rates start at 7.49 percent — nearly half the industry average.);
- A loan with no fees, down payments or prepayment penalties;
- The best loan experience – guaranteed.

Who Qualifies for the AnythingLoan
FirstAgain caters to the financial needs of individuals with excellent credit. With FirstAgain, excellent credit is more than just a number. While many other lenders depend on FICO scores to make credit decisions, FirstAgain makes judgmental decisions based on each applicant’s unique credit situation. Simply put, it has been FirstAgain’s experience that individuals who have excellent credit share the following characteristics:
- Five or more years of significant credit history.
- A credit history with a variety of account types such as major credit cards (Visa, MasterCard, AmEx), installment debt(vehicle loans), and mortgage debt (if applicable).
- An excellent payment history with no delinquencies or other problems repaying debt obligations.
- A proven ability to save.
- FICO scores in the mid to high 700s.
Five Easy Steps of Vacation Ownership Financing
For individuals with excellent credit, obtaining an AnythingLoan is simple. There are just five easy steps:

1. Apply online – it just takes a few minutes.
2. During business hours, FirstAgain will email the customer within minutes about the credit decision.
3. If approved, the customer can go online, electronically sign the loan agreement, provide banking information and choose the funding as well as monthly payment dates.
4. On the customer’s selected funding date, FirstAgain will transfer the loan proceeds into the designated bank account.
5. The customer then has the funds to make the vacation ownership purchase with cash in hand.

It’s that simple. The process is paperless and fast with no title work or liens on assets, and all at highly competitive interest rates.

Redefining the Loan Experience
FirstAgain is committed to redefining the consumer loan experience while creating unprecedented financing opportunities in the vacation ownership industry. The company’s co-founders previously founded PeopleFirst, which became the nation’s largest online auto lender prior to its sale to Capital One in 2001. Operating nationwide and with financial investments from Merrill Lynch and Arsenal Capital Partners, FirstAgain provides innovative financial products to individuals with excellent credit. The company’s AnythingLoan is the nation’s first completely paperless consumer loan and can be used for any purpose, including home improvements, vehicle purchases, educational and medical expenses, timeshares, fractionals, vacation ownerships, and loan refinancing. The loan experience is fast and convenient, offering sameday funding along with highly competitive rates and loan amounts from $10,000 to $100,000. For more information, please visit FirstAgain.

Contact Us
To become a FirstAgain business partner, contact Todd Nelson, head of Business
Development at 619-727-4607. To learn more about FirstAgain and the AnythingLoan, please
visit FirstAgain.

* Interest rates vary by loan purpose, term and amount, and are subject to change without notice. For current
rates, visit FirstAgain. ** Average finance rate per 2006 ARDA PricewaterhouseCoopers benchmark study.

Emerald Vacation Group Launch First Ever Vacation Ownership Property In The Maldives

Maldivian Minister of Tourism gives seal of approval for Turtle Cove

On 13th March Perspective Magazine attended the official launch party for Emerald Vacation Group’s new and first ever vacation ownership resort in the Maldives, the Turtle Cove Resort & Spa, held at the Raffles Hotel in Dubai. VIP guests were greeted with Champagne and canapés while celebrities mingled with investors at this much anticipated event.

The exclusive Turtle Cove Resort and Spa located on a private island will be the first of its kind in the Maldives and UAE investors were given a unique preview of how they could own a vacation property in one of the world’s most sought after holiday destinations.

Chris Jackson General Manager of Emerald Vacation Group hosted the event and via a well executed presentation gave us a audio / visual guided tour of the island and explaining the location, layout and luxury of the island and the accommodation.

David Clifton Managing Director for Europe, Middle East and Asia for Interval International then announced that Turtle Cove Resort would be affiliated to Interval International and explained some of the benefits for the potential investor.

The Maldivian Minister of Tourism and Civil Aviation, Dr Mahmood Shougee praised Emerald Vacation Group for its Turtle Cove development. He enthusiastically welcomed the project and applauded it on its dedication to maintaining the beautiful surroundings and ensuring the harmony of the island. He then went on to explain that in his younger days he was actually in a band and was a great fan of Bob Geldof before introducing him to the stage.

Sir Bob Geldof, unveiled more images of the sland and villas and told us how he felt about the Maldives and the Turtle Cove Resort. He began by saying “When I was shown the plans for Turtle Cove I thought they were absolutely amazing. The sheer beauty of the Maldives blows you away. I’m very lucky; I get to come here, be still, look at the sea, the sun, the fish, sleep and be slightly less grumpy. Not bad.”

He carried on saying “I get tired of endlessly travelling and doing stuff and whenever we go on a family holiday in August it’s just non-stop. But now I am at the point where I don’t want to do much anymore. I mean, I don’t even dive. It has always been this endless struggle to find some place where we want to go with a good price and that is different. And from my point of view and my family’s point of view, Turtle Cove fits the bill perfectly. I want beauty and tranquillity and a few weeks of calm to clear my head.”

And finally he explained some of the many reasons why he supports Emerald Vacation Group and this incredible and unique project. “At a resort like Turtle Cove you are going to get a privileged life, but on the other hand, you need to respect residents and their way of life and the environment and many precious eco systems. If Emerald Vacation Group had not got it right, I would absolutely tell you that I have no interest in this project. But I truly believe in this project.”

Turtle Cove Resort and Spa attracted considerable interest among guests wanting a piece of island paradise in the picturesque Maldives. “The launch of Turtle Cove Resort and Spa marks Emerald Vacation Group’s first foray into the international property arena. We have chosen a unique and exclusive island in a highly sought after part of the world. Following the success of the launch we anticipate that Turtle Cove will continue to attract considerable interest among those looking for a luxury retreat in one of the most beautiful parts of the world,” stated Chris Jackson, General Manager, Emerald Vacation Group.

Also in attendance was champion jockey, Frankie Dettori, who said “I love the idea.

A home in the Maldives for the length of time you want it, when you want it. Fantastic”,

Other guests attending the launch included Salah Al Hashimi Partner of Salah Group and Chris Eubank former world champion boxer. About Emerald Vacation Group Emerald Vacation Group is a recently
formed division of Dubai based Emerald Properties, which has established itself as a leading property organisation in the UAE and is a member of the Salah Group.

Prominent business leaders in the UAE since 1978 Salah Al Hashimi and his brother Hashim Al Hashimi have established five divisions under the umbrella of the Salah Group, which specialises in interior design, consumer goods and property.

The real-estate division Emerald Properties, created in 2003, is a leading property solutions provider. As part of the company’s business expansion programme a specialised property element has been created to grow the company’s investment portfolio and spearhead the emirate’s latest real-estate developments.

Emerald Vacation Group is a Dubai headquartered vacation ownership specialist that has been developed to provide a gateway for clients looking for a piece of the lucrative hospitality and tourism market. Established to be a facilitator of five-star dream holiday properties.

What You Really Need To Know About Resort Development In 2009

by Lawrence Hefler

Where is the resort development and shared ownership industry headed in 2009? One thing for certain is it will be at least as tumultuous as 2008. If there ever was an industry that has its year of dramatic change, this is it. Perhaps because after forty years not much has really changed… at least until now. 2009 will be a defining year for an industry that has enjoyed many years of often self proclaimed success.

Resort development from the business perspective, and shared ownership from the consumer perspective, is an umbrella view of travel and vacation options. It might include vacation ownership, fractional ownership, vacation clubs, residence clubs, destination clubs, and even wholly owned leisure real estate. It’s either you stay somewhere as a renter or you stay somewhere with some form of “ownership” or “membership.” Why? Because from the consumer perspective, it comes down to where they will spend their vacation time and how they will spend their discretionary leisure dollars every year. They will always need for a place to sleep when they are away from home.

The New Economic Bite
The reality of the vacation ownership segment of the business now is impacted by economics but not necessarily in favor of the developer any longer. Credit markets and all things financial are redefining the audience for current and future purchases. With banks cutting back on lending, and consumers on their spending, it’s certainly going to be difficult for industry players to use their customers’ mortgages to raise cash. Expect to see declining new sales and far more resales. New sales will only happen when it’s the right product for the right family. It’s no longer enough to be a credit card impulse purchase.

Serve Ice or Serve Us
Service, has always been, and is now more than ever, the big differentiator. Only trained, motivated, and happy people can deliver exceptional service. Fractional ownership and leisure real estate projects will
increasingly look the same, offer the same thing, and promote the same messages. At the end of the day, it will come down to the service and the guest experience. This is what leads to trust and confidence in the brand. A customer not only knows what to expect but will always be pleasantly surprised and delighted by the experience. In an environment filled with concerns about portfolio pain, consumers still have too little time to be faced with offerings have similar quality and features. Choices will be based on trust and stability.

Barketing channels
The new year will still see millions of people from around the world spend all, or part of, their leisure time at holiday properties, vacation ownership resorts, fractional residence clubs, and even condohotels. Given the state of the industry, millions probably may not be called as much on the phone, e-mailed, direct mailed, or solicited at hotels, resorts, malls, stores, beaches, pools, ski slopes, festivals, airports, and trade shows. What may still change for many of them is a consumer experience in the marketing process that comes from branding, demographics, digital media, channel preference, online experience, strategic alliances,
ethics, and globalization.

Today’s demographic and psychographic for fractional ownership and residence clubs, however, is still not the mass affluent buyer. It’s a super affluent audience sometimes referred to as the new or middle class millionaires. It’s as much of a lifestyle and life stage purchase as it is about joining “the club.” Many high net worth individuals do not display their affluence making them harder to find. However, as a lifestyle purchase that provides quality family time and authentic experiences, the market demand will come back sooner.

Branducation
At its very core, some shared ownership products can be a good consumer proposition for many families. There has always been, and will continue to be, a need for consumer and media education, customer relationship building, and trust in a brand (global or independent.) The industry challenge is to adapt to a
more sophisticated marketing and brand environment that must be embraced in order to be relevant to consumers. That’s means changing an industry mindset and behaviors. This will be the first year which is far less positive about the economics of the industry. Question remains whether the consumer experience
will intensify. If it was competitive when times were better, it can now go either way. This time it will take a dramatic cultural shift for the industry to further evolve and prosper.

Fractional resort developments may become more distant from their industry cousins (resort vacation ownership.) Every business needs people to talk to about their product. Developers often adhere to “build it and they will come…” That just doesn’t happen with fractional resort development. Some of the reasons again are too many choices and too little awareness and education about fractional ownership products.

Independent developers often have consumer based perceptions of branding as we all do. Many do not appreciate the power of branding or how to create and maintain a brand. The biggest misconception is that a project will be competing with an established hospitality based brand. Those brands certainly do enjoy some advantages in terms of recognition and acceptance. However, they also have their share of economic expectations and consumer challenges. There’s a need for branding because it differentiates the product,
reduces the need to compete on price only, and provides an internal focus and sense of purpose.

Whether you are branding fractional ownership, a residence club, a destination club, a hotel residence, or a second home, you are, in essence, a “luxury” brand. The reality of a luxury brand is that sometimes it means
creating a desire for something that no one really needs and then charging a lot of money for it. In building a brand, just having a great product is not enough as functionality, quality, and image are expected. The customer experience is critical to the luxury business model.

Marketing and selling to the highly affluent has its share of challenges. When economic conditions were better, there were more people in the market considering fractional ownership products. It was discretionary and they could still make that decision. Now it’s the core group (higher affluents) that’s still buying what they want to fit their lifestyle.

Economicks, demographicks, and clicks
It is still an uncertain economy. For many this is a challenge and for others it’s an unchanged but limited opportunity. There are affluent groups that are still spending. It’s a question of how do you find these super affluent customers? Where are the people who buy what they want, when they want it?

On one level it can be affluent people seeking a lifestyle for a vacation home or homes… and with the financial resources to make such a purchase when they want to do so. Part of this group may be called aspirational. They are not the core group. They are stepping up to something that was previously out of their reach because of the price points. They can afford a fractional (as opposed to whole ownership of a second home) but now really do need to evaluate it, financially (rationally as much as emotionally.) These are the ones sitting on the sidelines today watching and waiting for changes in the economy and the government.

Relevance and timing
Align the messaging with buyer concerns and offer more choices. Marketers that want to ignite their projects will want to make their offering truly irresistible and the rewards more immediate. Even super affluent
consumers like to know they are getting a good deal. The right buyer just may come from word of mouth – consumers providing information to other consumers. Word of mouth can be encouraged and facilitated. You can work hard to make people happier, you can listen to consumers, you can make it easier for them to tell their friends, and you can make certain that influential individuals know about the differentiated qualities of your project. The focus on just product and sales needs to shift to more of a focus on branding, consumers, and marketplace. (The trust and the sales would follow.) Replace outdated resort industry marketing, selling, and management practices with customer focused brand marketing and consultative, relationship selling. (It is after all a major, lifetime purchase.) Change the mindset of casting a wide net to capture the masses to immediately convert one out of ten through psychological manipulations. The New Year calls for targeted, independent, objective, and consumer oriented messages that recognize consumer trends, needs, and behaviors.

Around the world in many ways
Where might 2009 buyers come from if there is still a downturn? It often depends on the destination. For many North American fractional projects, domestic buyers are the majority group but Canadian, Mexican, and Europeans are key audiences as well. In Europe and Asia, there is a more of a mix of international buyers. Generally speaking the majority of buyers into a destination can often be correlated to the travel accessibility (more so than distance) from their primary residence. There are certainly exceptions in the vacation ownership category. In Orlando, for example, buyers come from over 100 different countries.

Image is almost everything…
The traditional image of timeshare is commonplace in the US as well as in Europe. That image, though, was becoming increasingly neutral rather than negative, especially among consumers that understand or have experienced it. For fractional marketers it will take distancing themselves from a culture and image perpetuated by its own style of sales and marketing practices. Often, consumers see fractional ownership and PRCs still as a “timeshare.” There are distinct differences in these products: real estate aspects of shared ownership, the destinations, usage plans, price points, size and quality of residences, and amount of time
spent in a “second home.”

Tackling this issue requires innovative management strategies. One effective way is through fractional sales training. According to Susan Adams, president of Fractional Sales Solutions, “many good sales people become immersed in their product and its features and benefits as well as the industry culture and nuances. They forget the most successful client interactions are those in which the customer talks most of the time. The affluent audience for fractional ownership is not truly focused on features and benefits (or worldwide
exchange.) They are sophisticated buyers who want the sales person to understand what they’re trying to accomplish with a purchase, allow them time to do the appropriate due diligence, and have everything
presented to them in a clear, concise, and factual manner.”

You should also know…
While the economy and credit markets will still play a role in the growth and stability of the industry, we see the next economic cycle having built up demand for fractional ownership products. But even that sales and marketing process will need to better align with the highly affluent and sophisticated buyer. The influence of the traditional industry model has little place in the fractional, private residence, and destination club worlds.

Finding and keeping a qualified sales team is now a bigger factor. Way too many people bounce around the industry creating a constant drain on team stability, product knowledge, and morale…not to mention bring
“traditional” habits along. Finding qualified workers from other industries and backgrounds is part of that challenge and opportunity. The resort development industry needs to keep up with emerging consumer trends from around the world. Beating the downturn and gaining momentum in 2009 will take knowing and following consumer trends. It’s a compelling way to get inspired and to think up profitable vacation products, services, and experiences for customers.

Lawrence Hefler is principal of BrandShares International – a marketing and branding consultancy that helps resort developers and fractional ownership properties find, keep, and grow customers worldwide. His brand heritage includes Hilton Hotels, Walt Disney, American Express, and Sol Meliá. He can be reached at hefler@cfl.rr.com.

Lifestyle Holidays Vacation Club

I was first invited to be part of the Lifestyle Group to assist with the organization of the ARDA convention in Orlando 2005. We had implemented a booth to launch our new VIP World and the VIP product that came with it.

This was the beginning of an amazing journey. From the launch to date the changes and developments that I have witnessed have been utterly impressive. From our humble beginnings we have, in a very short period of time, fulfilled each one of our wonderful dreams and developed into an outstanding vacation club. As I
share my journey with you I of course will need to begin with introducing you to the visionary who is
responsible for every single one of the advances that we have made. Markus Wischenbart. Markus has single handedly taken the vacation ownership industry to a new level. His innovative ideas have all flourished into a product that will reshape this industry in a very positive way. In his words: “We have created a product where members are really part of a big family, this is our philosophy. Our decision to enter the vacation ownership business was a natural progression to accommodate our guests with a flexible vacation product designed to meet their ever-changing vacation needs as they pass through different phases of their lives.

Because of our decades of experience working with hotel operators, tour operators, and yes vacationers worldwide, we know what it takes to create and maintain a successful vacation ownership operation. By developing first class properties in exceptional locations and then placing primary emphasis on fulfilling
clients,members expectations, we have created – and will continue to create – experiences that our customers will agree represent an exceptional value.” Therefore… Find beautiful undiscovered locations….build first-class vacation resorts…put a premium on customer service and ultimately….
Exceed members expectations.

Following this recipe and having established incomparable success in our Lifestyle Holidays Vacation Club Puerto Plata resorts, Markus and his partners (Austrian team with 40 years combined experiences in the hotel, tour operation and vacation ownership industries) are looking into new properties to bring under their umbrella.

They have recently began development of a membership resort near Samana…. Lifestyle Holidays Samana Resort.

Lifestyle Samana project is underway!
The Architect firm Heinz Lutter of Vienna , the re- known company contracted to develop our new dream destination , has already arrived and are busy with the logistics and planning of such an ambitious project
, located at the newest destination in the Caribbean , the Samana peninsula where the Atlantic ocean merges into the Caribbean sea , here hills , valleys , beach and lush tropical vegetation mix harmoniously to create
a unique unspoiled natural location and setting for this unparallel project of 4 million square meters consisting of:

The Samana Hanging Garden – Suite Hotel
The Sky Garden Atrium Houses
The Samana Apartment on the Hill
The Samana Villas Caribbean Sea on the Peninsula

Lifestyle Holiday Cofresi villas addition
Lutter is equally responsible for the design and development of our brand new Lifestyle Holidays Vacation Club Cofresi villas addition, the construction began in early 2008. This new on property project will
include the construction of 29 brand new luxurious five and six bedrooms villas , 82 two and three bedroom luxury penthouse suites , a 4 story Lifestyle Holidays complex , and an array of brand new , full service
,exclusive VIP facilities including a V.I.P reception . Members will find a VIP reception and roof terrace with bar and a 5 star gourmet restaurant in our new 4 story Lifestyle Holidays complex witch will be the hub of our guest and customers furthermore we will have an helicopter landing pad on the complex roof.

Why the Dominican Republic
Lifestyle Holidays has chosen to develop it’s operation in the Dominican Republic for various reasons one of them being its growing appeal to vacationers from both United States and Europe and the excellent value it represents to vacation ownership buyers.

For years, the D.R. was overlooked by vacationers who were accustomed to traveling to Puerto Rico, Jamaica, the Cayman Islands and other surrounding destinations , As a result, money goes much further here than
it does in the traditional Caribbean vacation spots. Yet the facilities, the attractions, and of course, the natural beauty here are on par with or even better than what you’ll find on the other Islands. Furthermore
we have chosen the Hispaniola for what this destination has to offer to our members.

The Unique Dominican Republic
It is a place of warm breezes, clear blue water, sandy beaches and an exotic island cuisine. It is an oasis of natural beauty where the tropical jungle and the renowned hospitality of the natives make the island a vacation paradise 365 days of the year.

When Christopher Columbus saw the country which is now the Dominican Republic for the first time,
he described it as “the most beautiful land eyes have ever seen”. Embedded in the heart of the Caribbean islands world, between Cuba, Jamaica and Puerto Rico, the Dominican Republic occupies the eastern two thirds of the Hispaniola island, the home of the highest mountain of the Caribbean, the Pico Duarte. The country boasts a mainly untouched coast of 1,288 km in length, with some of the best beaches of the western hemisphere, an excellent cuisine and great shopping possibilities. The Dominican Republic is a country with green jungles, resplendent blue waters and historical architecture, some going back to the days of Columbus. It is an island paradise waiting to be enjoyed.

Spectacular Puerto Plata
The city of Puerto Plata, to the north of the capital Santo Domingo, situated on the so-called amber coast, was established in the year 1502 and accommodates the San Felipe fortress, which is considered the oldest on the American continent. The nearby surroundings boast many other historical and cultural attractions, an excellent cuisine.

The Beach of Cofresi – a world class destination
The jewel of the amber coast is the beach of Cofresi, a vacation destination of genuine world class. The Cofresi beach, named after the legendary Caribbean pirate Roberto Cofresi, is often called “the beach
of beach lovers” because of its unique beauty its untouched golden sand, its coral reefs swarming with colourful fish and its views of high rising mountains. The property is also within walking distance of the
Ocean World Aquatic Park, the largest attraction of this type in the Caribbean one of the largest and most spectacular water parks in the world, where visitors can see sharks, sea lions and other exotic sea inhabitants such as dolphins up close, and can even swim with them. It is for all these reasons that we established Lifestyle Holidays Vacation Club Resorts here.

Lifestyle Holidays Vacation Club Resorts
The Lifestyle Holidays Vacation Club Resorts have four hotel complexes: overlooking the oceans the spectacular Lifestyle Tropical, the elite Lifestyle Suites & Penthouses on the tropical hill and the Lifestyle Crown Villas, luxurious villas which offer the highest comfort and exclusivity. Together, the Lifestyle
Holidays Vacation Club Resorts offer singles, couples and families access to the best range of room options, activities and relaxation available in the Dominican Republic.

The Lifestyle Holidays Vacation Club offers you four luxurious holiday complexes
LHVC @ Lifestyle Crown Villas
LHVC @ Lifestyle Penthouses
LHVC @ Lifestyle Suites
LHVC @ Lifestyle Tropical

Unforgettable memories
In the Lifestyle Holidays Vacation Club Resorts all members are classified as VIPs. We strive to assure that all members experience unforgettable holidays. From the spectacular locations of our vacation resorts through to the exquisite equipment of our studios, apartments and villas, everything is done to ensure that a Lifestyle Holidays vacation leaves a lasting impression and perfect memories. A vacation which you will enthusiastically tell your friends about.

Come and share with us the timeless beauty and warm hospitality of the Dominican Republic. Discover for yourself why Cofresi beach is a destination of choice for beach lovers from around the world and you will see why Lifestyle Holidays Vacation Club Resorts – Lifestyle Tropical, Lifestyle Suites, Lifestyle Penthouses and Lifestyle Crown Villas – offers the best “all inclusive” vacation.

Perspective Magazine – January 2009

Welcome to the first edition of 2009; the start of our fourth publishing year and the first year that we move from eleven editions to a full twelve monthly editions per year.

This edition boasts three convention reviews; OTE Madrid (Organisation for Timeshare in Europe), VOIC Orlando (Vacation Ownership Investment Conference), CRDA British Columbia (Canadian Resort Development Association). We reviewed a lot of industry events last year, but just to let you know we are distributing at and reviewing no less than 16 conventions around the world this year!

Our front cover sponsors, Hacienda Tres Rios are celebrating the opening of their incredible eco-resort in the Riviera Maya, Mexico where endless luxury and true sustainability come together. Vladimir Sucevan
of Absolute Corporation tells his story of climbing Everest and raising nearly $10,000 towards building a school for impoverished children.

We also have the first in a series of Who’s Who features starting with Europe, where you can read more about Group RCI, First National Trustee Company, Club La Costa Resorts & Hotels, Wellness Rejuvenation Rooms, Citadel Trustees and Worldwide Timeshare Hypermarket. More Who’s Who features based on different regions around the world will appear in future issues – contact us for more information about how to be included.

Lawrence Hefler returns to tell us what you really need to know about resort development in 2009, Matt McDaniel reports on Solar Blue, who offer eco-friendly power generation for resorts and there’s news from
the ground-breaking event for The Residences At Island Gardens Miami.

EDITION HIGHLIGHTS Front Cover Sponsorship: Hacienda Tres Rios Spa & Nature Park Convention Review: OTE Forum Madrid, Spain Convention Review: CRDA Convention, British Columbia, Canada Convention Review: VOIC Orlando, Florida, USA Feature: Val On Everest Who’s Who In Europe: Group RCI Who’s Who In Europe: First National Trustee Company Who’s Who In Europe: Club La Costa Resorts & Hotels Who’s Who In Europe: Wellness Rejuvenation Rooms Who’s Who In Europe: Citadel Trustees Ltd Who’s Who In Europe: Worldwide Timeshare Hypermarket Feature: What You Really Need To Know About Resort Development In 2009 Feature: Flagstone Property Group Breaks Ground On Island Gardens Miami Feature: Sun Powered Savings View Digital Page-Turn Edition Online Download PDF Version To Hard Drive

Val On Everest

A man climbs a mountain and a child gets the chance to go to school…

It may not seem the most natural cause and consequence but in the case of Vladimir Sucevan, a property developer from Moldavia, he succeeded by climbing up to Everest base camp and in the process he has raised nearly $10000 towards building schools for impoverished children in poor countries – so it can happen!.

For Vladimir, more often called Val, this was a life-affirming mission. “I wanted to make a difference and also do something really important in my life. We all work hard but it’s great to achieve something more emotional and deep outside of work. Something where you can make a positive difference in somebody’s life is something to treasure forever. To use the opportunity to climb for a charity where you can test yourself personally whilst knowing you are doing something positive for others was a truly motivating challenge for me – it represents a perfect circle of achievement – Both personal and universal.”

In selecting which charity to support, Val put in a lot of thought to decide exactly how he wanted the money he raised to be spent. “My research on which charity to use was pretty extensive and took some time. I was very keen to pick one where the money is most effectively directed to the receivers and not on unnecessary admin/overheads.

That’s why I chose a charity called Christel House. The big difference with Christel House is that the founder, a woman called Christel DeHaan, actually covers all the administration expenses herself. So 100% of the funds raised are directly spent on the prime purpose. The charity is dedicated to building schools in poor countries and making a difference in the lives of under-privileged children. Places like India, South Africa, Mexico and Serbia. I chose one of the schools in Serbia being a Christian Orthodox. That’s the closest to my heart culturally. The schools were destroyed by bombardment during the wars of the nineties.

Making sure that the money would go to building the school and allow those kids who have so few opportunities to get an education and make a positive and dramatic change in their lives is the priority.”

Although Val had some experience of expedition mountaineering before, this was still an incredibly ambitious undertaking. “I didn’t have a lot of experience at such high altitudes. During Soviet times I did a little bit of training and gained awards as an alpinist of the USSR. I did some training in the Caucasus. The highest mountain I climbed was called Ak at 3,071 metres. I was training for three and a half weeks.

For Val there is a certain magic to the mountains. A magic you don’t find elsewhere. “Climbing is something very special because you get to see so much of nature and also interact with other people. It’s intense. You test yourself in a very special way which you don’t really see anywhere else. People who meet on the mountain and have experienced such extreme conditions together often remain very close friends.”

The trip did not have an auspicious start. “We arrived at Katmandu flying via Bangkok. Thai Airways as usual is great. The hotel I stayed in was one of the most reputable hotels in Katmandu with over a hundred years of experience called the Yak and Yeti (www.yakandyeti.com). It’s a famous hotel amongst mountaineers. In flying to Lukla at an altitude 2,800 metres, we were very disturbed by the fact that there was a plane crash right in front of us. Our plane was then diverted back to Katmandu and we had to fly again next day.
Not a good start!”

The team Val was with was a varied bunch all sharing an abiding passion for the climb. “There were eight people in the team. There were also a quite a number of people who live in Spain, like myself. It was a great mix. One Indian, four English, one American and myself, the only Moldavian funnily enough. We had a great mix of different cultures, mentalities and personalities.”

As the climb got under way the team started to feel the pressure of such an ambitious physical challenge. “One of the big challenges was the altitude sickness and when we landed in Lukla airport each day of our program was planned according to a very detailed schedule to acclimatize ourselves. The first ascent lasted nine days to get to the Everest Base Camp. In the first few days we trekked about five to seven hours a day. As we were getting higher our daily routine became tougher. Breathing became more difficult as we climbed higher. Unfortunately one member of our team, had to drop out of the trek after three days as the effects of altitude sickness took hold. It was unfortunate because she was probably the fittest of us all since she is a personal fitness instructor for work and also participated in an Iron Man competition!”

The ascent may have been tough, but the rewards in experience were huge. “We made it to Tengboche monastery, one of the highest monasteries in the Himalayas. Here we got a blessing from the Tengboche Lama. A very famous lama who has been there for more than fifty years and actually met with the Dalai Lama himself for more than three hours on one occasion. This is the man who blessed Sir Edmund Hillary and many others up to the very latest expeditions.”

The climb was made easier by the excellence of the support team. “We had a perfect guide with us all the time – Kuman plus four porters led by a head porter, Pastin Ba who got us through those rough conditions.”

The conditions got tougher as the team got higher. “We were washing with ice-cold water and sleeping at five below zero. As we were getting higher the Sherpa’s were meeting us an hour before we reached our destination each day offering to take our rucksacks and our daypacks. The women from the group were taking advantage of their services quite a lot.”

Drinking so much fluid created, of course, a chain reaction. “In extremely cold weather every movement, especially if it involves getting out of the sleeping bag, takes a significant amount of time and answering a call of nature becomes quite an expedition in itself! About fifteen minutes to get out of the bag, fifteen minutes to go to the bathroom and another fifteen minutes to get back in. After that you need about five minutes to regain your breath. Considering that sometimes you had to do this three times a night, it is a considerable feat in itself.”

The food was basic but good if occasionally mysterious. “It was very good vegetarian food. We didn’t eat the meat because it’s not locally produced and it’s very easy to get an infection. We decided to eat only local food. We had rice and if you didn’t like rice you had more rice! Breakfast was two eggs on toast. I don’t know where the eggs came from because on the higher slopes we never saw any chickens!”

As the climb advanced the going got really tough. “As we went higher I suffered further side effects. I couldn’t sleep for four nights and four days. I had terrible headaches. Even though we were getting higher it wasn’t intrinsically more difficult than the training we did. It was the effect of altitude that made it more difficult. I started training about three and a half months before the expedition. The rest of the team was training for almost a year before. There weren’t any major upsets.

Personally I put my leg through the ice when crossing a river. Others took the odd tumble. Falling on the ice on a glacier when you are absolutely exhausted with walking makes it quite a challenge to get up again. Sometimes the wind is so strong that it is hard to draw breath.” (Writer’s notes: And I imagine as you read this, dear readers, that you too are breathless at this point!). The pinnacle of Val’s climb was reaching 18,000 feet. “This was my aim and I achieved it. It was a great feeling made even greater by knowing that I had achieved my target and had raised the money for the kids helped by Christel House.”

The descent was not without incident. “On the lower slopes I was handing out energy bars to the local kids. They reciprocated by giving me an honest assessment of my physical appearance.”

When one smiling kid dubbed Val the “fat man,” Val saw no malice. “Such friendly people just being honest. Anyway, I thought they were skinnier than the non-existent chickens of the high slopes.”

Having completed this expedition Val has now set his sights on Kilimanjaro in East Africa for his next challenge. “For me the most important thing is picking the right charity and making as much money as I can for a good cause. It gives you a motivation for every step you make up the mountain however hard and however steep. So, I’m looking forward to my next challenge and to hopefully make a difference by helping some more children in need.”

Next Page »