T H E B U S I N E S S O F VAC AT I O N

Q 3 /Q 4 2 0 1 9

DRIVING DECISIONS TAKING CENTRE STAGE BREAKING BOUNDARIES

Cultural mindsets define Turkey and Egypt make an Women in travel and their
travel behaviours impressive comeback journeys to the top
 Delivering Tools
TO S UI T AL L

Your Business Needs

14 3
DAYS OF VACATION ADD INFLATION
Per Year? %

$300
AVERAGE COST
Per Night?

20 3
HOW MANY YEARS ADD INFLATION
Will you vacation for? %

TOTAL SPEND TOTAL SPEND

with inflation added

Communicate directly Gather social media Give your product

with your customers intelligence to the ‘wow’ factor and
in the comfort of their personalise your inspire your owners at
own homes products the point of sale

For more information on RCI’s products and services,

contact your RCI Affiliate Services Manager
CONTENTS
Welcome
RCI Affiliates
4 News
The latest news from Europe and around
the world

7 The Business of Entertainment

How entertainment and amenities are
The most valuable moments of our holidays are often the times
redefining resort offerings when we embark on once-in-a-lifetime experiences, or enjoy
authentic, extra-special activities. Consumers seek to be entertained
14 Robotics in Travel to make the most of every moment of their highly-anticipated
Physical robots and AI are shaping the future holidays. Several leading RCI affiliates share how they exceed
of customer interaction
consumers’ expectations with their entertainment and amenities in
16 RCI – A New Chapter our lead feature on page 7.
Olivier Chavy and Paul Mulcahy join the We are delighted to give a warm welcome to the new leaders
world’s leading exchange holiday provider of RCI Exchanges on page 16; Olivier Chavy, President, and Paul
Mulcahy, Managing Director, EMEA. Chavy and Mulcahy most
21 Women in Travel
recently served at Mövenpick Hotels & Resorts and bring a wealth of
Three industry high-flyers share their
industry views and their journeys to the top experience from the international hospitality sector to RCI, which will
help shape the future of the company and its portfolio of brands.
24 Spotlight on Egypt and Turkey Keeping abreast of trends in the wider travel industry is essential.
Two leading holiday destinations make an On page 14, we investigate the use of physical robots and AI to
impressive comeback explore how robots and humans can work cohesively to deliver
28 Winning the Generation Game excellent customer service. Millennials have captured the focus
Millennials are the market, but are the Baby of the industry, however, on page 28, we look at how the Baby
Boomers equally as important? Boomers remain a relevant market segment and the correlation
between the desires of these two generations.
31 Getting into Character
The number of female CEOs has increased in recent years, but
A look at how cultural mindsets influence
according to the Fortune 500, only 33 women have made this year’s
travel behaviours
list. Drawing insight from three women at the top of their careers,
34 Final Thought we look at how the wider travel industry can motivate others and
Ovidio Zapico reviews the industry establish gender balance on page 21.
landscape for south-west Europe Confidence is being restored in two popular holiday destinations,
Egypt and Turkey, and on page 24, we look at how they have
reached the turning point from recovery to growth. Understanding
motivations for travel is often based on market segmentation, but
on page 31, we look at the impact of cultural mindset driving
consumer decisions.
Visit rciventures.com for news of the In concluding, RCI’s Ovidio Zapico shares insight on south-west
worldwide shared-vacation ownership industry Europe – one of the industry’s most prosperous regions.
and insight from the experts. We hope you enjoy the read!

ROBIN MILLS
Vice President, Business Development
Europe, Middle East and Africa – RCI Exchanges

is published by RCI, a trading name of RCI Europe, Kettering Parkway, Kettering, Northants, NN15 6EY, United Kingdom. Tel: +44 (0)1536 314395. Email: rebecca.gormley@rci.com
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R CI VENT U RES 3
I N D U S T RY N E WS

Mulcahy named MD for

EMEA – RCI Exchanges
Paul Mulcahy has been
appointed Managing Director
for RCI Exchanges in Europe, the
Middle East and Africa (EMEA).
With a career that spans
more than two decades in
both the hospitality and
travel industries, Mulcahy has
successfully led a combination
of finance, marketing and
planning strategies at both
corporate and divisional levels
across EMEA.
He most recently served
as Senior Vice President at
Mövenpick Hotels & Resorts,
where he led the hospitality
firm’s commercial and digital
transformation, driving
promotional activities that
enhanced customer experience,
loyalty and satisfaction. He has
also served in leadership roles
at Pierre & Vacances - Center
Parcs Group, Orbitz.com, and
InterContinental Hotels Group.
Olivier Chavy & Paul Mulcahy
Olivier Chavy, President of
RCI Exchanges, said: “Paul is a
dynamic leader with extensive
international experience, and he
is committed to delivering best-
in-class sales and marketing
strategies to help us reignite
growth at RCI.
“Paul’s experience and
leadership will help us deliver
great vacations in more exciting
destinations for our members
around the world and provide
outstanding service to our
affiliated resorts in this region.”
Mulcahy said: “I have always
been interested in the ‘sharing’
model and the fact timeshare
made the dream of having
access to a holiday home
financially possible. For me,
there is a major opportunity to
reposition vacation ownership
within the sharing economy, so
I am delighted to be part of RCI,
as it is an exciting time to join.”

New affiliation for RCI makes key

The Registry Collection
RCI’s luxury exchange
programme, The Registry
Collection, has expanded its
offering with the affiliation
of Los Jardines de Abama
in Tenerife.
The apartments are part of
the expansive Abama resort,
which is located on the south-
west coast of Tenerife and
also features a five-star hotel,
indulgent spa, Dave Thomas-
designed golf course, and
12 restaurants – three of
which have been awarded
Michelin Stars.
As part of the next phase of
the resort’s development, the
new residences will comprise
two- and three-bedroom
contemporary villas with
private infinity pools, high-
specification, open-plan living
spaces with views of the ocean.
Developed by the Barcelona-
based Arum Group, phase four
will also see the addition of
La Plaza, a vibrant lifestyle
quarter offering a range of
dining options, boutique retail
outlets, a fitness centre and a
large outdoor pool and terrace.
Ovidio Zapico, Regional
Director, Business Development
– RCI Exchanges, said: “We
are delighted to have added
Abama's luxury residences
to our exclusive hand-picked
collection of the world’s best
resort properties.
“It certainly enhances our
European offering and thanks
to its year-round appeal and
outstanding amenities, we
expect it will prove hugely
popular with our members.”
appointment in
South Africa
Gian Simonato has been appointed as
Head of Business Development
Gian Simonato
for RCI South Africa.
Simonato brings wide-ranging experience to the role, having
held business development roles in a number of organisations,
most recently at Saint Gobain Construction, where he was Head
of Business Development.
He said: “I am excited to join RCI and look forward to sharing
my experience to help grow the timeshare market, and RCI’s role
within it, in a region that has so much potential.
“Today’s customers demand personalisation in everything,
including products, services and experiences. They want to take
pride in their choices. As a company we need to evolve with the
needs of our clients, moving beyond traditional offerings, driven
by creating the ultimate experience and memories that our clients
connect with.”
Robin Mills, Vice President, Business Development for Europe,
Middle East and Africa – RCI Exchanges, said: “We are delighted to
welcome Gian to the RCI family and are confident that he has both
the knowledge and tenacity to lead the Business Development
team to greater success over the coming years.”

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 I N D U S T RY N E WS

Seminar sees EUROC

off to a strong start
The European Resort Owners’ Coalition
(EUROC), which represents the interests
of timeshare owners in Europe, has held a
successful first seminar, following its launch
earlier this year.
The event gave committee members
representing clubs and Home Owner
Associations (HOAs) from across Europe the
opportunity to share ideas, discuss current
and potential future challenges impacting
the world of holiday ownership, as well as
explore possible solutions together.
Sessions included building a community
to create positive engagement with owners;
making the most of exchanging timeshare
weeks; updates from the Timeshare Task
Force, the organisation fighting timeshare
fraud (see KwikChex story below);
discussions on current and potential
legislative, regulatory and market-driven
issues that impact timeshare clubs and
owners, and much more. Jane Gilmartin
Jane Gilmartin, Member Relations
Manager at EUROC, said: “The seminar was
a great success, with a healthy turnout of
committee members from a wide range of
resorts who hopefully learned a lot, but also
gave us plenty of feedback. “The message is getting out there and
“EUROC has gotten off to a great start we’re aiming to get many more resorts,
with many signing up as founder members, clubs and HOAs on board in the near future.
including the likes of Cameron House, It’s only by working together as an owners’
Diamond Resorts, Craigendarroch, Lakeland community that we’ll be able to keep clubs,
Village, CLC World Resorts & Hotels, Slaley resorts and owners at the forefront of all
Hall, and Las Mimosas Beach Club. things relevant to holiday ownership.”

KwikChex earns Trading Anfi Group teams with David

Standards’ Accolade Silva to fight gender violence
The role KwikChex The company that manages
has played in the Timeshare Task Force,
trying to stop on behalf of European trade
scams and seek body Resort Development
justice against Organisation (RDO), has
been awarded a prestigious
the offenders is
Chartered Trading Standards
uncompromising.
Institute Hero Award.
‘Stop Violence’ Ambassadors
Investigation and verification service provider ‘KwikChex’
and its Director and Co-founder, Christopher Emmins,
The Anfi Group has launched an individual messages in different
were nominated for the Business Award by Bournemouth,
ambitious international campaign languages and a final image of the
Christchurch and Poole (BCP) Council for years of
against gender violence featuring Anfi Group employees, with one
assistance in targeting fraudsters and providing support to employees of the leading hand raised, demanding an end to
trading standards and local law enforcement agencies. European timeshare company. gender violence.
Much of KwikChex’s focus has been on businesses The Gran Canaria-based The sequence is especially
targeting timeshare owners, and in addition to providing company launched its ‘Stop poignant as Yurena López, a
guidance and assistance to consumers through its online Violence’ initiative with the help of chambermaid at the resort, was
and telephone services, it has provided expert witness its ambassadors – Manchester City killed by her partner two years ago.
testimony in a number of court cases in the UK, all of which and Spain soccer star David Silva, David Silva, whose mother
have been successful. British actor Will Mellor, Norwegian worked as a chambermaid for
Colston Nichols, Senior Trading Standards Officer at rally driver Mads Østberg, and Anfi Group when he was young,
BCP Council, said: “The role KwikChex has played in trying windsurf World Champion Daida said: “We want to call on society to
to stop scams and seek justice against the offenders is Ruano. All feature in a video calling eradicate gender abuse. We must
uncompromising and it has significantly reduced consumer for an end to gender abuse. raise our voices and condemn
detriment, particularly within the timeshare sector.” The recording also includes these despicable actions.”

R CI VENT U RES 5
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Cameron House
undergoes £2m
upgrade
Luxury Scottish five-star resort and
RCI affiliate, Cameron House, has
unveiled the first stage of a £2 million
transformation of its Carrick Resort into
the Cameron Club and Spa.
An initial six-week modernisation
project at the resort, which is located
within the Loch Lomond and Trossachs
National Park, has upgraded its
Clubhouse and Café Spa, revamping
the interior as well as its food and
drink offering.
The renamed Clubhouse at Cameron
has been fully renovated while retaining
original features, such as the stone
fireplace and flagstone floor, and the Café
Clubhouse at Cameron House
Romanainen
appointed MD
of Holiday Club
Resorts
Leading European timeshare company,
Holiday Club Resorts, has named Maisa
Romanainen as its new Managing Director.
Romanainen brings almost 30 years of
experience in retail and consumer space
to the Finland-based company, having
held key roles at Stockmann Plc and VR
Group. She has also been active on several
6 Q 3/Q 4 2 01 9
Spa has been relocated to the same level.
Resort Director, Andy Roger said:
“This work represents the start of an
exciting transformation of what was
previously called the Carrick Resort into
the Cameron Club and Spa. Relocating
the Café Spa to the ground floor level
has allowed us to increase capacity and
transform the spa arrival experience.
“All of this was completed with the
utmost care to ensure any changes
make the most of our stunning setting.
We are excited to continue to plan the
next phases of the project and look
forward to welcoming guests to the new
Clubhouse and Café Spa.”
boards, including the Advisory Board of
the Finnish Hospitality Association.
Arun Nanda, chairman of the Board
of Holiday Club Resorts, said: “We
are pleased to welcome Ms Maisa
Romanainen as the new Managing
Director of our company. I am
confident that with her experience and
entrepreneurial
skills she will lead
the company to
its next level of
growth. I wish her
a satisfying and
successful career
at Holiday Club
Maisa Romanainen
Resorts.”
Yale University
honours John
Spence for a
second time
John Spence,
Founder and
Chairman of
Karma Group,
has been
honoured
by the Yale
University
School of
Architecture
John Spence for a second
time.
Spence has been appointed the Edward
P. Bass Distinguished Visiting Professor of
Architectural Design for the fall semester of
the 2019-2020 academic year. It is the first
time the faculty has offered this position to
the same person on more than one occasion.
Spence will be delivering advanced
graduate level seminars, alongside renowned
architects Patrick Bellew, Henry Squire and
Tim Newton. They will be using Karma Reef,
Karma Group’s resort on the Indonesian
island of Gili Meno, as a test site for the
students, who will be challenged to design
a resort on the island to be sustainable,
economically viable, architecturally exciting
and as resilient as possible to earthquakes,
tsunamis and natural disasters.
Most of the teaching will take place at
Yale, but students will also visit Gili Meno as
well as Karma Kandara in Bali, so they can
better understand the local environment and
conditions.
Spence said: “Having the opportunity
to share the knowledge I have gained over
many years with some of the brightest and
best students of architecture in the world is
an immense honour. I am looking forward to
seeing what wonderful solutions this cohort
devise for our Gili Meno project.”
Karma Group recently opened a new
resort on the island of Koh Samui in Thailand.
Karma Apsara is located on an elevated
slope in Mae Nam along the island’s north
coast, and brings together 32 spacious
one- and two-bedroom residences offering
both garden and ocean views. The resort’s
amenities include a horizon pool with
panoramic views, on-site restaurant,
bar and private beach access.
The Business of
Entertainment
Electrifying music concerts, serene spas and taste
bud-tingling cuisine – hotels and resorts are no
longer defined by their square footage; it’s all about
the experience they can deliver…
BY R E B E C C A G O R M L E Y

R CI VENT U RES 7
FAMILIES, COUPLES, GROUPS OF FRIENDS
and solo travellers alike are embarking on holidays across
the world with a common desire – to be entertained.
Whether it's mountain biking with a breath-taking
backdrop; dancing the night away to a legendary musician;
feeling a rush of adrenaline after a high-speed theme park
ride – these are the prime holiday moments we cannot
forget. Cue the era of entertainment.
Guests expect to be surprised and delighted at every
turn. Holidays are emotive purchases, which are often
meticulously planned and carry so much promise. To
echo many of our RCI affiliates, we have long since moved
away from the traditional lodging industry, into the
business of entertaining.
With today’s consumers demanding authenticity and
value for money, the bar is set very high for international
brands, boutique hotels and resorts to deliver.
Entertainment is in our DNA
One brand synonymous with entertainment is Hard Rock.
Frank Maduro, VP, Marketing, AIC Hotel Group, which
spearheads the sales and marketing for the all-inclusive
Hard Rock Hotels in Mexico and the Caribbean, shares
the brand’s vision to curate a unique holiday experience.
He said: “The all-inclusive Hard Rock Hotels are
known for being industry trailblazers, continuously
breaking out of the sea of sameness when it comes to
creating unique amenities and guest experiences.
“Regardless of whether we are establishing
partnerships with cutting-edge brands, hosting
world-class entertainment acts or introducing innovative
concepts into the all-inclusive market, we understand
what the luxury traveller seeks, and we look to deliver
a product that not only fulfils but exceeds what they’ve
come to expect.”
With venues in 74 countries, including 186 Hard
Rock Cafés, 240 Rock Shops®, 29 hotels and 12 casinos,
Hard Rock International is one of the most globally-
recognised brands.
8 Q 3/Q 4 2 01 9
The company’s portfolio in Mexico and the Caribbean TRAILBLAZERS:
The Hard Rock Hotel
includes five luxury, all-inclusive hotels, each with its own & Casino Dawn
Terrace, Punta Cana,
original offering and an abundant programme of activities Dominican Republic.
for its guests to take advantage of.
Maduro continued: “A few of the standout amenities
we offer include: Woodward Riviera Maya – a hub of
lifestyle sports offering indoor skiing and snowboarding, a
ninja obstacle course, and much more. KIDZ BOP at Hard
Rock & Casino Punta Cana and Hard Rock Hotel Riviera
Maya is the ultimate children’s entertainment, giving
them the full ‘pop star’ experience.
“We also have a partnership with Les Mills™ – the
largest provider of movement-to-music fitness to deliver
group and youth exercise classes at Hard Rock Hotel
Riviera Maya.”
Unique, world-class experiences are also part of Karma
Group’s offering, an international travel and lifestyle
brand with more than 30 properties in some of the most
sought-after destinations across the world.
John Spence, Founder and Chairman, Karma Group,
shared the mantra behind the award-winning brand: “We
have always been ahead of the curve in the shared-holiday
ownership space, as we recognise that we are in the
business of entertainment.
“For more than 26 years we have been punching above
our weight as a resort developer, creating experiences
and competing with the likes of Soho House and other
high-profile private members’ clubs.”
We understand what the
luxury traveller seeks, and we
look to deliver a product that
not only fulfils but exceeds what
they’ve come to expect.
– FRANK MADURO, VP, MARKETING,
AIC HOTEL GROUP

Breaking the mould and the old norms of the industry
is what Karma Group is renowned for – from its DJ
parties with Carl Cox and Fatboy Slim, to exclusive seats
at the Singapore Grand Prix – the brand is focused on
surprising and delighting its members.
FRANK Spence said: “Just last week we had an idea for the
MADURO Rugby World Cup and the wheels are already in motion
Vice President,
Marketing, for this. During the tournament we plan to fly several
AIC Hotel Group. ex-rugby players to Karma Kandara in Bali, including
ex-England players Mike Tindall and Chris Robshaw,
to commentate and share their own World Cup stories
with guests.
“It’s perfect for those who are passionate about
rugby but want to soak up the Balinese sunshine at the
same time!”
JOHN
SPENCE A global requirement
Founder and The concept of ‘entertainment’ dates back to the dark
Chairman,
Karma Group. ages – it’s an inherent human need.
One of South Africa’s largest tourism companies,
Sun International, is more than familiar with delivering
a product to meet those aspirations.
“Sun International took the lead in bringing in
overseas entertainment, shows and events to South Africa
when it opened its doors at Sun City, 40 years ago, with
performances by Frank Sinatra, Queen and Judy Paige,”
explained Janita Donaldson, Group General Manager
at Sun Vacation Club, Sun International’s premier
ownership product.
The mix of entertainment
has to appeal to all guests and be
unique – that way each resort can
have its own bit of magic!
– JOHN SPENCE, FOUNDER AND CHAIRMAN,
KARMA GROUP
ABOUT
A I C H OT E L G R O U P
AIC Hotel Group is exclusively contracted
by RCD Hotels to spearhead the sales and
marketing efforts for luxury hotel properties
in the US, including Eden Roc Miami Beach,
Nobu Hotel Miami Beach, and Nobu Hotel
Chicago (set to open in fall 2019), as well
as throughout Mexico and the Caribbean,
including Hard Rock Hotel & Casino Punta
Cana (the world’s first all-inclusive Hard Rock
Hotel), Hard Rock Hotel Cancun, Hard Rock
Hotel Vallarta, Hard Rock Hotel Riviera Maya,
Hard Rock Hotel Los Cabos, Nobu Hotel
Los Cabos, and UNICO 20° 87° Hotel
Riviera Maya (the first of a new luxury
all-inclusive concept).
For additional information, visit
www.aichotelgroup.com
“South Africa had been starved of entertainment
during the Apartheid era, and when Sun City opened,
people queued for miles for quality entertainment.
“Having been the pioneers of hospitality and
entertainment in South Africa, we have continued
to be the industry’s lead brand in the country, with
our resorts, casinos and the numerous events we host,
including the biggest international golf tournament,
the Nedbank Golf Challenge.”
Sun City, Sun International’s flagship resort, comprises
four luxury hotels within one vast destination – Palace of
the Lost City, Cascades, Soho Hotel and Cabanas.
Sun International’s Sun Vacation Club enables its
members to earn loyalty points on their timeshare and
purchases, which they can redeem at any of its properties.
Donaldson continued: “This year, Sun City was voted
the Best Integrated Resort and the Best Casino Resort on
the continent.
“Sun City caters for all guests – from lovers of
adrenaline sports and spa pampering, to playing golf at
two fantastic courses, or experiencing an exciting safari
in the heart of the Pilanesberg Game Reserve.
“It’s also South Africa’s favourite conferencing
destination, with guests from all over the world visiting
Sun City for that ‘one-stop shop’ experience, with
everything from a game drive to a hot air balloon ride.”
R CI VENT U RES 9
 Entertainment is defined in different ways depending
on market and destination. Large or small scale,
international or boutique, entertainment options can
range from a number of handpicked experiences to fully-
fledged, vast amenities, such as those at Sun City.
Holiday Club Resorts has seven spa hotels and 1,700
holiday homes in 33 locations across Finland, Sweden,
Spain and the Canary Islands. Its high-quality resorts,
which offer a traditional Scandinavian retreat, have
established it as one of the leading hospitality brands in
Finland and one of the largest shared-holiday ownership
developers in Europe.
Tapio Anttila, Director of Timeshare and Villas at
Holiday Club Resorts, said: “Guests and owners can take
advantage of our expansive experiences and activities in
all seasons, whether it's cross-country skiing in the winter,
or mountain biking in the warmer months, we have a
product to suit all needs.
ABOUT
KA R M A G R O U P
Karma Group is an award-winning
international travel and lifestyle brand offering
extraordinary experiences and exclusive
curated entertainment in the world’s most
beautiful locations.
Headed by Chairman and Founder John
Spence, Karma Group is 100 per cent
privately owned with zero debt or leverage,
translating into a dramatically growing
and impressive portfolio of luxury resort
properties.
From soulful spas to happening beach
parties, historic hotels to design resorts,
Karma Group creates five-star experiences
for travellers who understand that reaching
their destination is only the start of their
journey. For families, friends, couples or solo
travellers, Karma Group is a guide to a life
more extraordinary.
1 0 Q 3/Q 4 2 01 9
“Holiday Club Resorts is well known for its high
service levels, excellent spas, restaurants and guest
servicing – it’s all part of the Scandinavian experience
we offer.”
Authentic experiences
Leveraging the resort’s destination and using it as
the foundation for unique experiences, as Holiday
Club Resorts has done, is one of the key ways of
ensuring authenticity.
The destination is also the key ingredient in the
Karma Group experience, as Spence explained: “We
produce our own Bordeaux wine from the vineyards
surrounding our resort. Guests are able to sample our
incredible wines while looking out at the views, and
they can also pair it with the exceptional cuisine from
our highly-skilled chefs at Karma Le Preverger.”
Karma Le Preverger, former home of legendary
actress Jeanne Moreau and, subsequently, English
interior designer Laura Ashley, is one of the most
luxurious resorts in the Karma Group portfolio. Nestled
between scenic vineyards and olive groves, the resort
houses a unique vinyl room for guests to peruse, with
more than 2,000 original pressings, which proves
incredibly popular with high-profile celebrity guests.
Spence added: “Our expansion plans are based solely
on two things – opportunity and destination. One of
our next ventures in North Thailand will include a
tiger sanctuary, offering guests a once-in-a-lifetime
IN THE
experience, as well as working with local communities BUSINESS OF
and supporting orphanages in the local area.” ENTERTAINMENT:
Karma Kandara,
Sun International also uses location to its advantage, Bali is one of the
many resorts in
with a prime example of this being The Table Bay Hotel, the Karma Group
which was opened in 1997 by Nelson Mandela in one of portfolio which
offers authentic
South Africa’s most iconic spots. experiences.
THE BEST Donaldson said: “The hotel has the slogan ‘The Best
ADDRESS IN
CAPE TOWN: Address in Cape Town’, which it quite literally is. It’s
The Table Bay Hotel,
South Africa.
located at the foot of Table Mountain, dominating the
beautiful Victoria and Alfred Waterfront which can
be seen from the hotel on one side, and on the other
side the hotel overlooks the ocean, enjoying views of
the famous Robben Island where Nelson Mandela
was incarcerated.
“The hotel is an excellent base for enjoying all of the
experiences this beautiful city has to offer, from visiting
the acclaimed wine estates to taking advantage of the
sightseeing opportunities.”
Donaldson also explained how Sun International
tailors its offering for each resort: “We look at the
geography, community, and the potential market we are
catering for, and then we look at how we can create the
most relevant and entertaining offerings.”
Resorts are becoming the destination
While location is key, larger brands have also built their
success on guests purchasing an ownership product or
holiday to buy into the brand itself.
Staying true to its heritage, Hard Rock Hotels puts a
musical twist on many of its entertainment offerings and
amenities with its Sound of Your Stay® programme, which
also gives guests the chance to hire a Fender guitar to play
at their leisure.
Maduro commented: “We have set ourselves apart
as a premier entertainment product, which fuels us in
delivering top-of-the-line luxury accommodation and
endless entertainment options for all ages.
JANITA “The key to staying ahead of the curve when it comes
DONALDSON to innovative holiday experiences is to understand your
Group General
Manager, Sun
consumers and have the ability to pinpoint areas of
Vacation Club. opportunity in the industry where your product can shine.”
As pioneers of hospitality
and entertainment in South
Africa, we have continued to be
the industry’s lead brand in the
country.
– JANITA DONALDSON, GROUP GENERAL
MANAGER, SUN VACATION CLUB
In addition to its infamous rock shows and parties, one
of the most innovative ways music has been incorporated
as part of the overall guest experience is the Rhythm and
Motion spa treatments at Hard Rock Hotels.
Maduro said: “This ground-breaking experience takes
guests on a rhythmic massage journey with sound waves
sending pulses through the body, leaving guests feeling
energised and invigorated.”
Holiday Club Resorts’ Scandinavian culture is an
integral part of its offering, however the company’s
success is largely a result of the mix of the entertainment
options it provides.
Holiday Club Katinkulta is the biggest property in
the RCI affiliate’s portfolio. Hailed as ‘the most versatile
resort in the Nordic countries’ and located in the Kainuu
region in north-eastern Finland, the resort offers a variety
of accommodation options, including a spa hotel, villas
and apartments.
In contrast to Hard Rock Hotels, Karma Group and
Sun International which offer world-class acts, DJ parties
and once-in-a-lifetime experiences, Holiday Club Resorts
has played to its strengths by offering a family-friendly
experience that can be enjoyed year round, by families,
couples and groups of friends of all ages.
R CI VENT U RES 1 1
 ABOUT
S U N I N T E R N AT I O N A L
The Sun International brand has a proud
legacy in the gaming, hospitality and
entertainment sectors. Its superior hotels
and resorts portfolio makes it a recognised
premium brand. The Sun International Group
has a diverse portfolio of assets including
world-class, five-star hotels, modern and
well-located casinos, and some of the
world’s premier resorts. Its destinations
offer experiential luxury, enduring quality
and incredible adventure, supported by an
authentic dedication to personal service.
Today, Sun International is one of Africa’s
largest tourism, leisure and gaming groups
and operates, or has an interest in, a total of
18 resorts, luxury hotels and casinos. Its entry
into Latin America began in Chile in 2008
and has been a success story for the group,
giving the company the track record
and confidence to look for more gaming
opportunities in the region.
Anttila explained: “The package of experiences and
amenities we offer, including, water sports, fishing,
cycling, an incredible spa, and so much more, ensures that
we fully exceed our guests’ expectations, as they know
that they can visit a Holiday Club Resort and will leave
with lasting, fun-filled, family memories.
“Active holidays are the future, and we believe there
are many opportunities for Holiday Club Resorts to
appeal to other European source markets who are
looking for these types of experiences.”
Entertainment: trend or transition?
There has been a clear trend across the industry, with
holidaymakers looking to gain much more from their
holidays – rather than spending their days lounging by
the pool.
While entertainment has always played a crucial part
in large resort developments, the demand for experiences
and activities has greatly increased in recent years, with
many travellers placing such high importance on the
experiences they have during their holidays.
Millennials are regarded as the most important
consumer travel group today. They are a key driver
of this trend because of their focus on culturally rich
experiences, as well as a love of exploration of the
unknown. However, older generations, such as the Baby
Boomers, are also seeking unique experiences from their
holidays – whether that is exploring new cultures and
local communities or taking part in exhilarating water
sport activities.
Donaldson shared Sun International’s strategy for
remaining relevant to today’s consumers: “Millennials
are seeking a mix of experiences, and exceptional ones at
that. Instead of bricks and mortar, I believe customers will
keep coming back for entertainment, festivals, concerts
and exhibitions – places where people can congregate as a
community to create a positive energy.
1 2 Q3/Q 4 2 01 9
“People love being with people, and while digital
has helped to grow communities online, it will never
match the real experience our guests have at our hotels
and resorts.”
With Airbnb and other brands in the sharing economy
space launching experiential products, there is a greater
focus in the industry to meet this demand.
Spence explained: “I think it is both a trend and
a transition, as so many resorts are now investing in
these offerings, although the concept of entertainment
is entirely different in each market – from European, to
Asian, and inbounds from the USA – they are all looking
for different things.”
How can smaller resorts deliver?
While global brands have traditionally had the edge on
entertainment and experiences, boutique hotels are
becoming increasingly well placed to react faster and
offer more authentic options.
“Experiences and entertainment cost money – instead
of making money – which is the concern for some larger
hotel chains, as you don’t immediately see the return on
investment,” Spence said.
“Boutique hotels can react quickly to trends and
introduce new products or experiences, which is what
we need for today’s consumer.”
Investment is, of course, key to delivering an
exceptional experience, although responsibility also
lies with the resort staff to deliver a high standard of
customer service.
Spence added: “If we simplify things and look at the
old concept of hoteliers managing one single property,
they were able to meet every guest, take them out on
excursions or to local restaurants, and ensure they had
the best possible holiday. That concept has been lost in
the globalisation of companies – we need to empower
managers and our resort teams to create these guest
experiences again.”
Donaldson agrees with Spence’s comments, stating
that Sun International provides fewer, yet more relevant
activities at its smaller properties. She said: “Sometimes
it’s better to introduce smaller attractions to keep the
community enticed and excited, and it’s also better from
a business point of view, as the return on investment
is greater.
“The common denominator across properties of any
size is to keep your offering fresh, because if you don’t
rapidly change the entertainment options, it becomes
stale and boring.”
Holiday Club Resorts is well
known for its high service levels,
excellent spas, restaurants and
guest servicing – it’s all part of
the Scandinavian experience
we offer.
– TAPIO ANTTILA, DIRECTOR OF TIMESHARE AND
VILLAS, HOLIDAY CLUB RESORTS
 The future is entertaining
Regardless of size or scale, delivering exceptional
experiences and resort entertainment remains key
to strengthening brand presence, staying relevant to
owners and guests, and increasing business.
Holiday Club Resorts has a strong line of
communication with its owners, which enables it to
stay ahead of the curve in the industry.
Coupled with the appointment of its new CEO
in July 2019, Maisa Romanainen (see page 21 of RCI
Ventures), the future certainly looks exciting for the
company, as it continues to drive growth and increase
its appeal to new source markets.
Anttila added: “We are constantly monitoring trends
across the industry and we frequently contact our
Holiday Club owners for their input, so that we can
improve our product and enable our owners to have the
best possible holiday experience.
“Customers are seeking new experiences all the
time, and whilst we have a distinctive product offering,
it’s essential that we continue to improve not only our
amenities, but the relevance of resorts to our owners
and guests.”
Maduro of Hard Rock Hotels also believes staying
abreast of global industry trends is essential. He
explained: “It’s important that we cater to each
TAPIO and every type of traveller, offering a well-rounded
ANTTILA experience unlike no other, as we do with our Limitless
Director of
Timeshare and All-Inclusive product, which enables guests to experience
Villas, Holiday
those extra special amenities.
Club Resorts.
“With travel being more accessible than ever
before, we need to be ahead of the next big trends in
THE RIGHT MIX the industry, which will include micro-trips – short,
OF VERSATILITY: yet experience-dense holidays, in addition to social
Holiday Club
Katinkulta, Finland. media-driven tourism.
“As with any business, the goal is always to grow as
much as possible. Our family of all-inclusive Hard Rock
Hotels has just recently added Hard Rock Hotel Los
Cabos in Mexico to our portfolio, and we can’t wait to
see where our success will take us next.”
Echoing Maduro’s comments, Spence concluded
that catering to every type of traveller requires a blend
of entertainment options.
He said: “If we look at our flagship resort – Karma
Kandara in Bali – we’re currently doubling it in size to
include another beach club, an Indian restaurant, a new
gym, and space for more yoga and spiritual retreats.
“These options appeal to different demographics,
and even when we play host to our Rugby World Cup
commentators, we will align this with a special yoga
week so that there is something for everyone.
“The mix of entertainment has to appeal to all guests
and be unique – that way each resort can have its own
bit of magic!”
ABOUT
H O L I DAY C LU B R E S O R TS
Holiday Club Resorts owns seven spa hotels
in Finland and 1,700 holiday homes in 33
destinations: 25 in Finland, 5 destinations
in Gran Canaria, a holiday destination in
Calahonda, Spain, as well as Holiday Club Åre
and Ekerum Golf & Resorts (Öland) in Sweden.
Holiday Club Resorts is one of Europe’s
largest holiday ownership enterprises. It was
established in 1986 and in the beginning it
focused primarily on the holiday ownership
business. Holiday Club Resorts is owned by
Mahindra Holidays & Resorts India Ltd and
Fennia Group. Mahindra Holidays & Resorts
India Ltd is the leader in the Indian leisure
hospitality industry, offering quality holidays
designed for discerning guests who value
individuality and high quality.
R CI VEN T U RES 1 3
Robotics
in Travel
How would you feel about a robot checking you
in at a hotel? Or delivering room service?
The hospitality industry has been slower than
others to embrace the use of robotics, until now.
BY N ATA S H A H E G A R T Y
FROM APPLE’S SIRI TO GOOGLE’S ALEXA,
chatbots are becoming a standard addition to households
all around the world, and Artificial Intelligence (AI) is
now a business asset in many different industry sectors.
With big brands, such as Hilton, introducing
mechanical robots in their reception areas to assist with
check-in, and Eurostar introducing Pepper, a humanoid
robot at London St Pancras International to help
with customer queries, robotics are becoming much
more prevalent in the industry. But, will these robots
replace humans altogether? James Matcher, Intelligent
Automation Leader for US East Region at Ernst &
Young, believes it is unlikely, although mechanical
robots in the travel and hospitality industry will
proliferate in the future.
“There will come a time soon when you won’t need
a concierge to assist you after checking into the resort.
A robot will deliver an automated trolley for your bags
and it will follow you up to your room. Similarly, room
service will be delivered to your door, but instead of it
being a porter, it will be a little robot ambling down the
corridor,” he explained.
“We will also start to see more software robotics
in resorts’ technology infrastructure, as well as the
data side of the hospitality industry, in the form of
Intelligent Automation.
“By nature, the hospitality industry is geared
towards human interaction. People want the human
touch, they want the personalisation, so robotics
1 4 Q 3/Q 4 2 01 9
will enable employees to spend more time engaging
with customers, rather than spending hours in the
background doing administrative work that a robot
could do in minutes,” he said.
“The key thing is, robotics can process larger volumes
of information. Less than 15 per cent of data that a JAMES
company holds is ever used or analysed. With AI, we MATCHER
have the ability to constantly mine the information Intelligent
Automation
accurately, which is something humans just can’t do.” Leader,
Matcher noted that smaller hoteliers will have an edge Ernst & Young.
on the larger players when executing this technology.
“The bigger players may have the investment capital
for robotics, but the downside is their processes are
non-standardised across their chains. It can be harder
to implement this type of technology into a chain
because every hotel, country and region has its own
processes and nuances, so it can be a bit of a challenge
to integrate systemically.
“Smaller hotel chains can very quickly adopt new
technology,” Matcher explained. “A lot of robotic
technology is becoming democratised, so instead of
having to raise venture capital to get it going, it is
now moving into the Cloud so you don’t need a big
infrastructure to run it, you can simply pay for it when
you use it.
“Smaller resorts can then set things up cost effectively
by going to small, niche companies to integrate the
intelligent robotics which will do exactly what they
need them to.”
While it means that this technology will soon be
widely available across the hospitality and travel sectors, it
is looked upon with some trepidation by both employees
and holidaymakers.
“I refer to this as ‘automation anxiety’,” Matcher
explained. “It is the generic fear of employees that they will
lose their jobs because of robotics, or from the customers
worrying that the robot will make a wrong decision.”
However, Matcher stressed that implementing
robotics in a customer service-driven environment will
only enhance the customer experience.
“It will empower the employee to do what they were
originally hired for – customer service.”
He continued: “Most customers want a blend of
human and robot interaction. For statements and
confirmation of flight tickets, we don’t want to have to
waste time on the phone waiting for a call centre agent,
we want it to be automated.”
Matcher feels the most innovative use of robotics,
at the moment, is the ability to be able to predict a
customer’s requirement based on information that is
already sitting in the public domain.
“Many people choose their holidays based on what
their friends have posted on Facebook. As a result of
social media, resorts and hotels can collect even
more information.
“Therefore, before the customer contacts you to
book a holiday, you can contact them first and offer
them exactly what they’re looking for based on what you
already know, and that is great customer service.”
I N T E L L I G E N T AU TO M AT I O N
I N C LU D E S F O U R M A I N G E N R E S :
•• Digital Workers:
Technology emulating human actions
•• Digital Readers:
Reading structured and unstructured information
•• Digital Talkers:
Chatbots can listen and talk in generic situations
•• Digital Thinkers:
The most advanced AI is machine learning to
find trends in vast amounts of data.
He added that chatbots are becoming much more
intelligent and are a great example of how the blend of
human and robotics can work coherently together.
“In some cases, a customer can interact with a robot
which can pick up the change in their tone of voice, and
recognise that the customer is unhappy and put them
through to a human customer service agent. It’s not ‘one
or another’, it’s an ‘and’.”
Blending human and robotics can be of real benefit
to both the customer and the business. In the age of
digitalisation, the integration of robotics into back-office
processes can deliver greater data handling efficiencies,
while freeing up your staff to ensure that the human
touch is as it should be – where and when your guests
need it most. 
R CI VEN T U RES 1 5
RCI –
A New Chapter
Two appointments at the highest level within RCI
Exchanges bring fresh thinking from outside the
shared-vacation ownership sector – at a time when
there is much opportunity for an organisation with
the scale, technological platforms and international
reach that RCI has. HELEN FOSTER puts some of the
questions you might want to ask to RCI’s new leaders.
1 6 Q3/Q 4 2 01 9
 TODAY, OLIVIER CHAVY IS AT THE HELM OF
RCI Exchanges. The recently appointed President is now
responsible for the strategic direction, operation and
growth of the company’s network and travel services,
as well as its portfolio of leading brands, The Registry
Collection, Love Home Swap and DAE. Chavy is joined
by Paul Mulcahy, who takes on the role of Managing
Director for RCI operations in Europe, the Middle East
and Africa (EMEA).
Both men have risen to the top in their careers within
the hospitality sector, having worked for major brands.
A French national, Chavy comes to RCI Exchanges
from Mövenpick Hotels & Resorts where he served as
CEO, bringing with him three decades of experience in
international hospitality operations. Mulcahy’s career
in the hospitality sector spans more than 20 years,
serving most recently as Senior Vice President, also
with Mövenpick Hotels & Resorts.
The new RCI leadership team has strong foundations,
given that the two have worked together before and share
many important values, characteristics and a mutual
respect. “I know Paul very well,” said Chavy. “He has
worked in distribution, e-commerce, marketing, brand
and revenue management for leading brands, all of which
will be a tremendous asset as we continue to gain EMEA
market share. He has a successful track record in growing
businesses organically, and in building strong, skilled
teams through mentoring, coaching and training.
We both agree that a company is only as strong as its
people and, in addition, Paul’s unique perspective and
approach towards business means he will complement
RCI’s Senior Leadership Team perfectly.”
Mulcahy is also clear on why he believes Chavy is the
right person, in the right place, at the right time: “Olivier
is a very effective leader who is never afraid to challenge
the norm and bring meaningful change to organisations.
In terms of the values we share, I would list them as
ABOVE:
being openness to new ideas, transparency, respect, the
Olivier Chavy,
President, importance of team culture and, ultimately, aiming to get
RCI Exchanges.
the right things done.”
Why RCI?
Given the industry’s longevity – the timeshare concept
was launched almost 50 years ago – it’s not surprising
that RCI is known to the new leaders, with Chavy having
had significant first-hand experience with the business.
In 2006, he was transferred from Hilton Paris to Hilton
Grand Vacations (HGV), which is an RCI affiliate. Five
years at HGV saw Chavy being appointed Senior Vice
President of Operations, opening resorts in Hawaii, Las
Vegas, New York and Orlando. This was Chavy’s first
exposure to timeshare.
He explained: “I have always perceived timeshare as a
part of the hospitality industry. For me, the common goal
of both sectors is to create memorable travel experiences.
I was drawn to RCI because it is the best within the
industry. At RCI we are committed to delivering on our
purpose of putting the world on vacation and, being the
worldwide leader in vacation exchange, we are able to
offer our customers more opportunities. RCI’s ability
to maintain this 45-year legacy is remarkable, and I am
I was drawn to RCI
because it is the best within
the industry.
– OLIVIER CHAVY, President, RCI Exchanges
excited to join its many teams around the world to take
our company to the next level.”
Though Mulcahy’s experience of the timeshare
industry and RCI hasn’t been quite so hands-on, he was
quick to recognise the potential of access to assets, rather
than ownership – and to understand how timeshare
is an ideal fit in the sharing economy. “I have always
been interested in the ‘sharing’ model and the fact that
timeshare made the dream of having access to a holiday
home financially possible for many – albeit for a week at a
time, but without the hassles of actually owning a second
property – interested me greatly,” he said.
“I believe the future of the shared-vacation ownership
industry is very exciting. It is an industry which is way
ahead of its time, being a key disrupter in travel.
“There is a major opportunity to reposition vacation
ownership within the sharing economy with the marketing
message highlighting that, relative to the likes of Airbnb
and Uber, shared-vacation ownership offers much more
in the way of quality standards, customer service and
spacious accommodation. The concept of access over
ownership, driven by the Millennial generation, is now
fully entrenched in all walks of life and vacation ownership
is well-positioned to take advantage of this trend.”
Chavy had the advantage of knowing that RCI would
be a good career move for him, having familiarised
himself with the company during his time with HGV.
“I have been an admirer of RCI for quite some time,” he
explained. “When this opportunity became available, I
quickly realised that RCI is a company that is a ‘business
of people’ – it doesn’t own any assets or properties.
However, it does have amazing associates around the
world interacting, transacting and providing exchange
holidays for its members. It’s a ‘one-to-one’ business.
Having spent the first few months at RCI travelling to
meet our teams in different regions, I can say that it is an
experience which has had a profound impact upon me.
The passion for the business I’ve seen in our teams has
truly energised me. Its people and its culture are, for me,
the true strengths of RCI.”
In agreement with Chavy, Mulcahy said that meeting
the RCI colleagues he will be working alongside has been
a highlight of his early RCI experience: “In my first two
weeks I have had the opportunity to visit our offices in
Cork, Johannesburg and, of course Kettering where I
am based,” he said. “I’ve been really impressed with the
high levels of tenure and commitment to RCI and to our
industry. It has been great to experience the upbeat vibe at
our call centres and to see the dedication of our Guides to
helping our members and, in so doing, our affiliates too.”
Mulcahy hasn’t had Chavy’s experience of working
with RCI directly, but as a savvy businessman he
appreciates the potential of RCI, as he explained what
drew him to the company: “I am delighted to be part
R CI VEN T U RES 1 7

ABOVE:
Paul Mulcahy,
Managing Director,
I believe the future of the
EMEA – RCI
Exchanges. shared-vacation ownership
industry is very exciting. It is an
industry which is way ahead of
its time, being a key disrupter in
travel.
– PAUL MULCAHY, Managing Director,
EMEA – RCI Exchanges
of RCI. It is a very exciting time to join. It is certainly a
company with a strong reputation with both its owners
and affiliates, and has long held the accolade of being
the world’s largest vacation exchange network, having
more than 4,300 affiliated resorts in over 110 countries,
combined with its expanded offering following its
acquisition of Dial An Exchange and Love Home Swap.”
Future focus
It is early days with RCI for both leaders, but drawing
on their experience and knowledge of the hospitality
industry - and the role of timeshare within it - they come
to RCI with well-defined ideas as to the strengths of the
company, and how those strengths can be developed and
more fully exploited.
After visiting RCI’s regional centres around the world,
Chavy has established a global strategic review process,
1 8 Q3/Q 4 2 01 9
which is inclusive of his regional heads across RCI’s
business, to start defining the company’s direction for
the years ahead. Known as the Spark Collective team,
as a result of their early work together, an outline of the
strategy and vision for the future is taking shape. “Our
focus will be on the organic growth of our business via our
current portfolio of affiliates and our members. We will, of
course, continue to seek and sign new affiliates, as well as
work to enhance and develop a wide array of products and
services,” Chavy explained.
“It is also important that we focus on growth via
external sources, which means we will be looking at the
further acquisition of new businesses. This strategy will
allow us to diversify and, therefore, strengthen our model
and offering to enhance the value proposition for both
affiliates and our members.”
The fact that RCI pioneered vacation home exchange
is important for Chavy, who describes RCI as “the original
disrupter of the market”. This leader is not one to stand
still. It is clear that leveraging all the advantages RCI
has, Chavy wants to forge ahead with a programme of
product innovation which will cause further disruption
in the market, as he explained: “While we have a legacy
that is undeniable, we now need to refresh and reinvent
ourselves. We need to make transacting simpler and more
user-friendly. We should find more ways of taking care of
our members from ‘home to home’, as opposed to ‘check-
in to check-out’.
“We want to be more than just an exchange company
to our affiliates and members. RCI has an opportunity
to become fully integrated and give its members
access to a broader selection of accommodation and a
360-degree travel experience to serve them at all stages
of their vacation journey. We will inspire travel, develop
innovative products and simplify the rules that may
currently limit maximum visibility and transparency to
our customers.”
Great minds think alike, as they say, and Mulcahy is also
excited about the potential for future product development
at RCI. He told RCI Ventures that he believes there is
opportunity to adapt the business model and product to
increase its appeal to a younger generation. “They are very
travel-orientated, but demonstrate a reluctance towards
ownership and commitment,” he explained. “When you
talk to potential timeshare customers, it is clear that they
don’t generally have a picture of the flexibility, choice,
luxury and access to new experiences and unique cultural
destinations in mind. These are all key elements of what
timeshare ownership with exchange has to offer. With this
in mind, I think the opportunity is there to grow all our
brands across EMEA, and not just RCI.”
Speaking of RCI’s sister brands, The Registry Collection
is recognised by both leaders as being a strong brand
which has enjoyed healthy levels of growth. It has strong
synergies with the Mövenpick mission and personality –
indulgence allowed and cultivation of authenticity – so
could we do more with that brand experience? “Absolutely!
The Registry Collection has grown over the last decade
to become the largest luxury exchange collection in the
world,” Chavy responded. “However, if we are to see the
same level of growth in the next ten years and beyond,
Career Timelines
ABOUT
O L I V I E R C H AVY

2000 - PRESENT There are many successful

highlights and standout
achievements throughout
Chavy’s extensive career in

 
O L I V I E R C H AVY PAU L M U LC A H Y

2020
hospitality. As Senior Vice
RCI Exchanges President, Resort Operations
RCI Exchanges
• Managing Director, for HGV, Chavy managed
• President EMEA the operation of 52 vacation
ownership resorts in the
portfolio. While at Hilton
Mövenpick Hotels serving as International Head
Mövenpick Hotels
& Resorts & Resorts of Luxury & Lifestyle Brand
Performance, he led global
• CEO – President • SVP Commercial
teams through the expansion
(Distribution, Sales
of Waldorf Astoria Hotels
and Marketing, Digital,
& Resorts, and the Conrad
Revenue Management)
brands, including 22 major
2015 – 2019
property openings worldwide.
• VP Distribution, Under Chavy’s leadership,
2015


Wilson Associates Digital and Revenue Mövenpick Hotels & Resorts

• CEO – President Management went through a period of
2013 – 2015 unprecedented expansion
via new resort openings,
pipeline developments and a
portfolio growth of more than
40 per cent.
Pierre & Vacances –
Center Parcs Group
• Group Direct
Hilton Worldwide
Distribution Director
• International Head of 2011 – 2013
Lifestyle and Luxury ABOUT
• Director, Sales and
Brand Performance: PAU L M U LC A H Y
2010

Marketing, Europe


Conrad and Waldorf

2009 – 2010
Astoria Hotels
A native of Ireland, Mulcahy
2010 – 2013
participated in INSEAD’s
• VP & SVP Operations Creating Customer Value
Hilton Worldwide, International Marketing
Eastern Americas HotelClub/Orbitz Programme. He has an MBA
2006 – 2010 Worldwide from Lancaster University; a
• General Manager, Masters Degree in Economics
EMEA from the University of
Leicester; and an Economics
Degree with a minor in French
from University College Cork.
Cendant Mulcahy has successfully led
• Commercial Director a combination of finance,
2005


marketing and planning

strategies at both corporate
Hilton Worldwide
and divisional levels across the
• Hilton Arc de Triomphe EMEA region in his career.
– General Manager As a member of the Executive
2003 – 2006 Committee at Mövenpick
Intercontinental
• Hilton Mauritius Resort Hotels & Resorts, he led
Hotels Group
& Spa – General the company’s commercial
• E-Commerce Director, and digital transformation,
Manager 2000 – 2003
EMEA driving promotional activities
that enhanced customer
experience, loyalty and
satisfaction. In his current
Groupe Lucien Barrière role, he will be based at
2000

the RCI offices in Kettering,

 

• Area President
Northamptonshire, England.

R CI VEN T U RES 1 9
we need to reinvigorate the product. We are in the process
of doing just that and look forward to relaunching The
Registry Collection next year with an even stronger brand
and value proposition which will truly meet the desires of
luxury affiliates and owners around the world.”
The nuts & bolts
Chavy knows, of course, that he can leverage resources
from parent company, Wyndham Destinations, to
support future strategy and product development for
RCI. He says this will be particularly helpful in the areas
of technological enhancements and solutions designed to
drive greater value for RCI’s customers.
The Spark Collective leadership strategy review
certainly gave Mulcahy food for thought and inspiration
for developments in the business falling under his remit.
“While it is very early days for me with RCI, I believe
there are opportunities on the systems, digital and social
media side of our business,” he added. “I was fortunate
to be able to attend a two-day strategy planning session
recently and was delighted to see the plans and vision for
transformation that the wider team has for this area.”
Digital strategising is in Mulcahy’s DNA. He has a
proven track record with Pierre & Vacances – Center
Parcs Group, Orbitz.com, InterContinental Hotels and,
most recently with Mövenpick, in successfully using
digital transformational strategies and e-commerce routes
to consumer markets. Highlighting the importance of
digital marketing, he said: “I’ve been fortunate to work
in some iconic travel companies across the hospitality
spectrum, from leisure parks to the pure online players.
The one thing they have in common is that the digital
strategy starts with the customer experience and works
back from that point.
“At Mövenpick, we completely transformed the
company, taking it from a decentralised organisation
with outdated IT systems, to a modern hospitality
firm using cutting-edge technology. It was key that
customer experience was allowed to dictate the digital
transformation, and not the other way around.”
Again, calling on his diverse experience in all areas
of operation, Mulcahy has been involved in call centre
operations and CRM in his career. Being very much a
digital strategist, RCI Ventures asked him if he believes
there is still a place for the ‘human touch’.
2 0 Q 3/Q 4 2 01 9
ABOVE: He commented: “As I said, I believe it’s important
The Spark
Collective team that we don’t dictate how our customers should interact
has established a
global strategic
with us. We should develop and maintain an omni-
review to define the channel strategy where we are able to offer a consistent,
company's direction
for the years ahead. personalised service that gives customers the opportunity
to transact across all platforms, be it call centre, RCI.com,
social media… CRM is essential in ensuring that we provide
a personalised service which, ultimately, will give our
customers a more meaningful and enjoyable experience,
before, during and after their holiday stay.”
The cornerstones
With people at the heart of RCI's service and product
delivery, Chavy is bringing with him the ‘Natural Enjoyment’
business philosophy and culture from Mövenpick. “This is
a real priority for me,” he said. “RCI has been recognised
with many external accolades for who we are, including
being ranked as a top workplace in Indianapolis for the
tenth consecutive year. It is important to me that RCI is
an enjoyable workplace and I will support our teams in
continuing to make this happen. It should be standard in
every RCI office and call centre and, as we refresh, we will
enhance the DNA of our culture to build on our inclusive,
thriving work environment that leverages the talent and
expertise of our staff and rewards high performance.”
For Mulcahy, a crucial focus will be strengthening
existing affiliate relationships and nurturing new ones.
RCI has always valued the contribution its affiliates make
to the success of RCI and the wider shared-vacation
ownership industry, fully appreciating the significant
investment of capital, effort and risk they commit to the
process of putting quality resorts and accommodations
into the holiday exchange network.
Many things about RCI’s business may change, going
ahead, but this is one element that will never change, as
Mulcahy concluded: “Our affiliates are the cornerstone
of the RCI success story. Deepening our partnerships will
be essential as we move forward. I have been fortunate in
meeting some of our key South African affiliates during
my second week with RCI and was impressed by their
professionalism, as well as the passion they clearly have
for their owners and, indeed, the industry overall. I very
much look forward to building on the ties we have with
our EMEA affiliates in the coming months, as I settle into
my role with RCI.” 
 D OE S T HE G LASS
C E IL IN G ST I LL EX I ST ?
The year is 2019. The Fortune 500 list includes more female
CEOs than ever before, yet at a closer look, that’s still only
33 women. REBECCA GORMLEY explores how several
women in the shared-holiday ownership industry
have achieved their high flying roles, and how
we can motivate others to get to the top.

R CI VEN T U RES 2 1
ON 1 JULY 2019, MAISA ROMANAINEN TOOK
the helm of Holiday Club Resorts – one of the leading
shared-holiday ownership developers in Europe.
Today, more and more women are achieving leading
roles which were once only possible for their male
counterparts. There is increased exposure on gender pay
gaps and gender diversification in the workplace, while
many organisations have been set up to inspire, educate
and mentor women to realise their full potential.
Since its inception, the shared-holiday ownership
industry has seen many inspirational female leaders
pioneering new products and moving up the ranks to the
most senior positions. Christel DeHaan is an excellent
example. The co-founder of RCI now ranks 27th on the
Forbes’ list of the richest self-made women in America
today, an achievement which is even more impressive
when you consider that DeHaan also launched and
continues to make a substantial investment in the
Christel House International charity.
While the wider travel industry is also home to many
female trailblazers, the number of women in leading
roles across all industries is still somewhat small,
especially with the number of female leaders in
the FTSE 100 falling to six last year.
RCI Ventures speaks to Maisa Romanainen, Holiday Club
Resorts; Fiona Downing, RCI Exchanges; and Lisa Migani,
First National Trust Company (FNTC), to discover their
views on the shared-holiday ownership industry and how
more women can be inspired in business.
Maisa Romanainen, Managing Director at
Holiday Club Resorts
“I prefer to see myself as an equal, rather than as a
woman in business,” explained Maisa Romanainen.
“I believe anyone hoping to succeed in business needs to
be brave, be bold and be active.
“We are increasingly seeing more women moving
into the top roles, but it is still a fact that there are less
women than men in those leading positions, and this is
evident in Finland too. The responsibility lies not only
with the company, but with individuals themselves.
“Women often have a tendency to be shy, whereas it’s
important to take the opportunity, move forward, and
believe in yourself.”
Romanainen has certainly followed her own advice,
with a career spanning 18 years at Finnish retail giant
Stockmann Plc. After joining the business as a Purchase
Manager, she worked her way up to Vice President,
which involved running and opening stores in Russia,
Latvia, Finland and Estonia.
The key thing I've learnt
throughout all of my roles is to
put the customer at the centre
of your business.
– MAISA ROMANAINEN, MD,
HOLIDAY CLUB RESORTS.
2 2 Q 3/Q 4 2 01 9
“I was trusted with a lot of responsibility from a
young age and I managed fast-growing markets with
lots of potential and overcame many challenges along
the way,” said Romanainen.
After rising to the top at Stockmann Plc, Romanainen
MAISA
sought a new position as Director at VR Group, which
ROMANAINEN she held for more than four years, before assuming her
Managing Director,
role at Holiday Club Resorts.
Holiday Club
Resorts. With seven spa hotels and 1,700 holiday homes in
33 destinations, Holiday Club Resorts employs more
than 700 people, being one of the largest shared-holiday
ownership companies in Europe.
“The key thing I’ve learnt throughout all of my roles
is to put the customer at the centre of your business.
Regardless of the industry, you must align everything to
their needs, by listening to trends and analysing data.
“It is far easier to succeed that way, and if it involves
forging new relationships and bringing new partners on
board, then do it, not only to give the customer what
they want, but to give them that added extra,”
said Romanainen.
Looking to the future
Romanainen commenced her role at Holiday Club
Resorts at the beginning of July 2019, and already has a
clear vision for the future of the company.
Romanainen explained: “We’ve enjoyed many family
holidays at various Holiday Club Resorts, and we also
owned a week at Katinkulta, the largest resort in our
portfolio. After visiting a few more of the resorts, I’m
incredibly impressed with the company’s offering.
“I have driven growth and expansion in my previous
roles, and I foresee many opportunities to do so at Holiday
Club Resorts with Scandinavian, European and Russian
customers, using the data we already have.
“I believe my experience and insight from other
sectors will ensure that I can drive the company forward
by building a personalised offering for our customers,
which is something I have always been focused on.”
Fiona Downing, SVP Global Strategic Growth
& Development – RCI Exchanges
A renowned global veteran of the shared-holiday
ownership industry, Fiona Downing’s impressive career
FIONA
DOWNING
has seen her working for RCI Exchanges for more than 28
SVP Global years, moving through the ranks and across the pond to
Strategic Growth
achieve her position with RCI’s Senior Leadership Team.
& Development –
RCI Exchanges. “Even after all this time, I am hugely passionate about
our industry and the part that RCI plays in its success.
I love the variety my job brings, as we continue to
strategically support our affiliates, both large and small,
and meet the needs of their owners.
“I have been fortunate to lead so many different
areas of the business over the years including, the call
centre, business development, product development,
club development, revenue management, brand delivery,
digital, e-commerce, Endless Vacation Rentals and affinity
partners among others, and also have been involved in the
launch of almost every new RCI product or initiative.
“It’s one of those initiatives that took me to the
United States, and it was a risk to move my family,
but it paid off,” explained Fiona Downing.

As women, we need to
believe in our abilities, support
each other and do things to feed
our souls – if a career does that for
you then go for it!
– FIONA DOWNING, SVP, RCI EXCHANGES
Downing is certainly one of the most inspirational
women in our industry, as an integral part of RCI’s
expansion and offering. Her role as Head of Strategic
Growth also sees her driving two of the newly acquired
businesses in the RCI Exchanges' portfolio, Love Home
Swap and @Work International.
“I embrace change and I think it has served me well.
It's important to keep an open mind and be flexible,
even when the path ahead isn't always clear. Early on
in my career, I volunteered to work on new ideas or run
new departments, even if it seemed challenging or risky.
Today I'm glad I did, as it has given me the chance to
understand so many facets of the business," she added.
Gender bias
When addressing the topic of women in business,
Downing expressed her passion for inspiring others
to achieve leading roles: “Sometimes we are our own
worst enemy and create our own glass ceiling. Men are
often bold and confident but many women suffer from
‘imposter syndrome’.
“Gender bias is real, albeit unconscious, and it can be
easy to judge a woman in leadership differently to their
male counterpart.”
Downing believes there is still much to be done
to empower women. She added: “We are heading in
the right direction but there is certainly still lots of
opportunity for women to break through. I would never
want to be in a position where I didn’t get a job simply
because I am a woman, but I also wouldn’t want to be
given a job because my gender fills a quota.
“The changing role of men in the household is
helping. My children are well adjusted and tell me I am a
great role model – but it didn’t stop me having moments
when they were young where I doubted myself, and
another mum would comment on my absence.
“As organisations, we need to ensure that women
are given the same opportunities as men. As women, we
need to believe in our abilities, support each other and
do things to feed our souls – if a career does that for you
then go for it!”
Lisa Migani, Director, Business Development
at FNTC
“I love working for FNTC – the team I work with shares
my passion for the industry which makes it the dream
job,” explained Lisa Migani.
“I first started working as a consultant for the
company more than 22 years ago, after initially being
asked to promote the use of trustee ownership in Italy,
which at that time was virtually unknown.
“As my career progressed I went on to head up
Europe, and as FNTC expanded in the US and Asia
Pacific markets, I assisted with business development
and mentored the people who now hold the key roles in
those regions.”
Migani’s enthusiasm for the industry is evident and
LISA
during her career she has experienced a huge transition
MIGANI in the market.
Director, Business
“It’s an incredibly exciting industry to be part of
Development
at FNTC. because developers have had to diversify their offering,
and so as an industry, we have regularly experienced new
product launches.
“At FNTC, we assist developers to set up a flexible
legal structure, which is fit for purpose and can be
tailored to new trends as they happen, and this is
key to long-term success.”
Migani believes the industry is yet to make the
most of being a key part in the sharing economy:
“Many Europeans aspire to buying a second home in
the sun. However, data confirms that they will lose
interest in that investment after using it for four or
five years – demonstrating the need for part-time
ownership products.
“Our clients have been quick to engage with this
opportunity by selling short-term fractions, meaning the
buyer can purchase one or multiple weeks for a pre-
determined term, and at the end of the term the trustee
sells the unit on the open market and distributes the
proceeds to the fractional owners.”
“We often talk about mixed-use resorts being the
most successful business model and the addition
of a short-term fractional makes the mix even more
compelling – it’s holiday ownership with an exit plan.”
A source of inspiration
Migani spent the first 18 years of her career in the
‘traditional’ tourism sector, gathering a critical
understanding of the needs of different consumer
nationalities, which she has used to assist companies
in maximising occupancies by opening sales lines to
new markets.
Migani said: “In order to succeed you need to be
inspired, passionate, sincere, and importantly, think
outside of the box.
“Regardless of whether you are a man or a woman, to
be a good leader you need to enthuse people, challenge
a ‘no’ and put together a strong argument if you believe
it’s the right thing to do.
“As for the glass ceiling for women, if you are confident
you can break it in the company you’re working for,
then go for it. At times we need to step back, assess the
organisation we work for, and determine whether it will
provide us with the foundations to succeed.”
To be a good leader you need to
enthuse people, challenge a 'no' and
put together a strong argument if you
believe it's the right thing to do.
– LISA MIGANI, DIRECTOR, BUSINESS
DEVELOPMENT, FNTC
R CI VEN T U RES 2 3
The Comeback:
Spotlight On Egypt
And Turkey
Sun-drenched beaches and great value breaks
are typical mainstays for Egypt and Turkey, but
their strong tourism economies have also made
them politically-motivated targets. LORRAINE
LOVELAND explores their comeback as two of
the world’s best holiday destinations.

24 Q 3/Q 4 2 01 9
 FOR MORE THAN 50 YEARS, TURKEY HAS
experienced strong inbound arrival figures, thanks to its
array of appealing attractions, desirable climate and its
close proximity to both Europe and the Middle East.
But its geography has also played its part in reducing
arrivals too.
ALI
EGILMEZ With Syria and Iraq as neighbouring countries,
Affiliate Sales
Manager –
combined with the Turkish Government’s support of
RCI Exchanges. NATO, Turkey has experienced a number of political
tensions, most recently with terrorist attacks in 2015
and 2016.
In 2015, international arrivals were peaking at more
than 39 million, which dropped to 30.2 million arrivals
the following year.
From old habits to new starts
The professional industry standards and the price
TEVFIK
TALAS competitiveness of the region have driven Turkey’s
CEO, growth, helping to generate some of the biggest tourist
Karaderili Group.
arrivals in the world.
Ali Egilmez, Affiliate Sales Manager – RCI Exchanges
in Turkey, said: “The government’s support in creating a
well-developed tourism infrastructure and encouraging
local investment has been crucial to recovery.
“Domestic tourism became a key source of revenue
for the leisure industry. Hotels returned to traditional
methods for filling rooms, dropping their room rates with
SEIF EL
all-inclusive stays for as little as €60 per night.”
HAKIM
Group Vice 2018 was the turning point from recovery to growth,
Chairman,
with arrivals increasing by more than 21 per cent versus
Momentum.
prior year, reaching 46 million. Tourism income increased
by over 12 per cent to US$29.5 billion – it seems Turkey
has found its rescue remedy.
“Domestic tourism reinforced Turkey’s value
perception, attracting holidaymakers from neighbouring
regions, especially the Middle East, which also increased
real estate investment opportunities,” said Egilmez.
YALOVA TERMA Renewed confidence in tourism
CITY: Building confidence in Turkey as a safe destination and
The resort's strong
service ethos and promoting its accessibility, diverse attractions and high-
targeted approach
have helped build an quality service levels were essential to recovery.
attractive product Introducing mixed-use operations also allowed resorts
despite political
adversities. to diversify and adapt to the changes in the industry.
Turkey has been one of
the biggest holiday ownership
enrolment sources in the last
seven years.
– ALI EGILMEZ, AFFILIATE SALES MANAGER –
RCI EXCHANGES
In 2018, there were as many as 70 shared-holiday
ownership resorts built or in development, galvanising
its status as an important part of the Turkish economy.
“Turkey has been one of the biggest holiday ownership
enrolment sources in the last seven years, and with a
rise in international investment, now is the time for the
industry to shine in Turkey,” added Egilmez.
Tevfik Talas is CEO of Karaderili Group, which
manages a portfolio of five resort developments,
including Yalova Terma City. Fortunately, the resort didn’t
experience a dramatic fall in revenue due to its strong
service ethos and targeted approach.
“We’re pleased with our commitment to high service
standards and facilities for guests and, as a result, we
weren’t hugely affected by the impacts of terrorism as
we had carefully built an attractive product for the
Turkish and Middle Eastern markets,” explained Talas.
Maintaining service standards
Seif El Hakim, Group Vice Chairman for Momentum – the
international marketing and sales agency for Terma City,
added: “It’s important that clients have a memorable
time, which is why the resort provides a services team
on site 24/7, a meet and greet airport service and tours to
enrich the holiday experience.”
The resort in north-western Turkey offers 880 stylish
rooms and apartments with nine different room types.
Guests have access to restaurants and cafés, a spa centre,
pools and a fitness room. There is also a nightclub,
gaming centre, children’s club and outdoor sports
areas on site.
“Our investment in the guest experience has kept us in
line with market demands and has helped us to grow our
business in Iran and in other areas of the Middle East,
as well as regions of northern Europe,” said Talas.
R CI VEN T U RES 2 5
 TURKEY
BY T HE N UM B E R S
48.6 2.4 15%
million million
Forecasted Jobs in the GDP growth
international economy in tourism
arrivals for supported 2018 versus
2019 by tourism 2017
Source: WTTC 2019 Annual Research for Egypt and Turkey
El Hakim added: “Africa and the CIS are also key
markets. Each region has its own specific needs so we
conduct comprehensive research to tailor our services to
deliver something unique, memorable and enriching for
all customers, during every encounter they have with us.”
The perfect backdrop
As well as being popular for thermal tourism, the scenic
location of Yalova Terma City is favoured year-round,
with coastal attractions, nature and outdoor sports.
There is also an eclectic mix of cultural influences
from Europe, Asia and the Middle East, which is
reflected in Turkey’s history, culture, architecture,
fashion and food.
“As well as being culturally rich, Turkey represents
good value and, as a result, it’s one of the world's top ten
travel destinations and is extremely popular with our
client base worldwide,” said El Hakim.
“All of these factors have positively influenced the
numbers and working with RCI has also strengthened
our product through its flexible exchange programme,”
added Talas.
Resilience in adversity
“Shared-holiday ownership has proved itself to be one
of the prime options to offer stability during some
challenging times,” said Talas.
El Hakim added “Our partnership with RCI has
allowed us to diversify by offering thousands of resorts
for owners to choose from for their exchange holidays,
especially during times when they didn’t feel comfortable
travelling to Turkey.”
Part of Momentum and Terma City’s success has
been forward thinking – monitoring trends and tailoring
its offerings to deliver an excellent range of products
and services.
“Shared-holiday ownership has a promising future
here so we continually look for ways to upgrade the
experience to remain relevant to our source markets,”
said El Hakim.
“We’re now working with industry stakeholders to
innovate our product to attract Millennials and future-
proof our business.”
This strong confidence in the industry is backed
further by the announcement that the Turkish Timeshare
Association has affiliated to RDO (Resort Development
Organisation) as part of the government’s plans to expand.
2 6 Q 3/Q 4 2 01 9
Bouncing back in Egypt
The year 2016 was a troubling time for tourism in Egypt,
with a 41 per cent drop in tourist arrivals following a
number of political situations, which resulted in the
cancellation of flights from Russia and the UK to Sharm
el Sheikh, plus the implementation of travel bans advising
against all travel there.
Times have changed, and while Egypt is still in
the recovery phase, arrivals are on the rise, with over
11 million visitors predicted by the end of this year.
Visitor numbers are still 20 per cent less than that of
2010, however reforms have led to Egypt earning the title
of 2018’s fastest-growing tourism destination, according
to United Nations World Tourism Organisation.
So, what’s changed in three years that has turned
tourism around?
Yasser El Gawhary, Affiliate Sales Manager – RCI
Exchanges in Egypt, said: “Tourism is a massive
contributor to the Egyptian economy and urgent action
was required to reduce the decline in arrivals.
“Many hotel operations were forced to shut down,
while the remaining resorts found themselves adjusting
their pricing strategy to be more appealing to price-
sensitive tourists.
“This allowed us to enter new regions, including
China, India and Spain, as a way to compensate for
travel bans in our previous source markets, prior to the
political challenges.”
Government action
In 2016, the Egyptian Pound was floated on the exchange
market which impacted favourably on international
currencies, including the US Dollar, thus improving the
value factor.
“Aside from pricing, the crucial objective was to
tighten security measures to assure tourists that Egypt is
a safe place to visit,” said El Gawhary.
“Airport and resort security has increased and travel
bans have been lifted over time with arrival figures
starting to grow - currently Germany, Russia, UK, Saudi
Arabia and Italy account for 40 per cent of all arrivals.”
The devaluation of the currency and ‘travel now, pay
later’ promotions generated an uplift in domestic travel
with Egyptians and members of GCC countries forced
to holiday closer to home, as international travel became
cost prohibitive.
The case for mixed-use
Developers realised during this time that the shared-
holiday ownership industry is very robust. From 2013
to 2016, resorts began to embrace it to create a diverse
revenue stream, without having to rely entirely on open
market rentals.
Mixed-use has improved the
perceived product value and
allowed us to retain our original
pricing structure.
– MR ANWAR, CHAIRMAN, MIDDLE EAST,
HOTELS AND TOURISTIC RESORTS S.A.E.
SHARM BRIDE “We saw an increase in new entrants to the business. Mr Abdulrahman Anwar, Chairman, Middle East,
HOTEL AND
RESIDENCE: The irony, in some ways, is that recovery became the Hotels and Touristic Resorts S.A.E. believes that if it
The developer perfect opportunity during this ‘down-time’ for resorts wasn’t for operating a mixed-use model and product
revitalised its
product offering to to introduce new products, including shared ownership,” development, the resort wouldn’t be in the favourable
increase occupancy
rates during said El Gawhary. position it is in today.
challenging times.
Approximately 90 per cent of developments are He commented: “The effects of 2011 impacted
mixed-use in Egypt, and now that many of them have operations for years afterwards, and the challenges of
shared ownership sales in their sights, competition in the keeping the property functioning were tremendous.
market has also increased. “Prior to 2011, the Flexible Holiday Nights programme
El Gawhary said: “The benefit for consumers is the wasn’t really considered as an option, but with a serious
renewed focus on quality, with resorts overhauling need for change, the idea was revitalised to increase
their facilities with modern touches and embracing new occupancy rates.
YASSER EL
products, including the bulk purchase of room nights to “Offering long-term stays of two weeks to one month
GAWHARY for our fractional operation and the more fluid 300 to
Affiliate Sales offer more flexible options.”
Manager –
Sharm Bride Hotel and Residence is a mixed-use 1,200 nights, our occupancy levels increased. If it wasn’t
RCI Exchanges.
for our shared-ownership sales line, we would have shut
development along Nabq Bay, at the quieter end of Sharm
down completely.”
el Sheikh. The resort opened in 2008, and introduced its
Despite economic hardships, Sharm Bride Hotel and
shared-ownership sales line in 2014.
Residence has reaped the rewards following the rise in
As well as two pools, children’s club and nightly
international arrivals over the last year.
entertainment, the resort offers a number of on-site
“Mixed-use has improved the perceived product value
restaurants, plus three bars.
and allowed us to retain our original pricing structure.
The resort mainly markets to Egyptians, and Egyptians
We have more sales leads and the diverse mix has
MR ANWAR living abroad, as well as to GCC countries, particularly
Chairman, Middle
supported us in generating a better return on investment,”
Saudi Arabia.
East, Hotels and said Anwar.
Touristic Resorts Following the inception of shared-holiday ownership,
S.A.E.
and during difficult economic times, the resort continued Eleven million and beyond
to adapt its offering to meet consumer needs, with the With the government’s continued focus on infrastructure
introduction of its Flexible Holiday Nights programme. and safety, combined with the hard work and efforts from
tourism stakeholders, it looks promising for shared-
holiday ownership – especially with international hotel
chains looking to invest in the market.
EGYPT “You just need to look at the history books to see
BY T H E N U MB E R S that Egypt will always be popular due to its inimitable
combination of nature, culture and rich history,”
concluded Anwar. “We must continue to increase
understanding and encourage investment in this sector
11.7 2.5 16.5% of tourism.”
million million
New flight routes and ongoing projects in the Pyramids
and the Red Sea area, including the Grand Egyptian
Forecasted Jobs in the GDP growth Museum in Cairo, will increase destination appeal over
international economy in tourism the next five years and ultimately reflect positively on
arrivals for supported 2018 versus
2019 by tourism 2017 the numbers. Combine this with the emergence of some
serious hospitality players in the region and the future is
Source: WTTC 2019 Annual Research for Egypt and Turkey looking bright for Egypt.

R CI VEN T U RES 27
2 8 Q 3/Q 4 2 01 9
Winning The
Generation Game
Millennials – the young market of travellers the
industry seems to be consumed with. However,
writes SARAH LEE, while it’s important to
target the next generation, Baby Boomers have
considerable spending power – meaning it’s vital
the industry keeps them in their sights too.
BABY BOOMERS ARE THE GENERATION FOR
whom a two-week holiday in the sunshine became de
rigueur, and for whom international travel became not
just accessible, but affordable and easy.
At one time, Baby Boomers – those born between 1946
and 1964 – were the stock and trade of the travel industry.
You could have taken the generation’s moniker literally
and considered it a boom market.
For many years, capturing this market segment led
discussions in travel, and during the 1980s and 1990s, it
was big business for shared-holiday ownership. But, in
the past five to 10 years, there has been an ever-increasing
focus on how the industry can appeal to, and seize the
opportunities offered by Millennial travellers – those born
between 1981 and 1996.
Millennials have become the market. They are not just
the new kids on the block, with their hyper-tech focus and
‘experiences now, possessions later’ outlook, but with all
the talk of the buying power of this market, the industry
has become consumed with how to appeal to it.
No one would argue that Millennials have their
place, and many travel brands have built a solid business
by targeting that segment, but there is still much to be
said for Baby Boomers and the opportunities that this
market presents.
A generation that enjoyed the early freedoms of
international travel, Baby Boomers are big spenders.
Although research suggests they travel fewer days than
Millennials and Generation X (those born between 1964
and 1981), Baby Boomers routinely travel for an average
of 27 days each year. But importantly, they tend to spend
more on trips than their younger counterparts.
The American Society of Travel Advisors’ 2019
Boomer Travel Trends survey found that US-based Baby
Boomers will take four to five leisure trips this year,
spending more than $6,600. Meanwhile, the spend is
expected to be $5,400 for Generation X, and just
$4,400 among Millennials.
According to research by Expedia Group Media
Solutions, Baby Boomers are confident travellers, willing
to spend what it takes to get to the places they want to
visit. Only 57 per cent of them say that budget plays a
factor in their trip, instead they focus on where they want
to visit, with 56 per cent deciding on their destination
prior to planning their trip.
The trends are similar when it comes to shared
ownership too. Will Hall, Director of Marketing, EME –
RCI Exchanges, explained: “Many RCI members in the
Baby Boomer segment are social grade AB, with a high
disposable income. They are likely to be professionals
– many are entrepreneurs and business owners, or have
well-paid jobs.
“Baby Boomers are no longer as budget-restricted as
they were years ago. They have saved, have good pensions,
are likely to have paid off larger financial commitments
such as mortgages, and are ready to spend on memorable
experiences, in a similar way to Millennials.
Baby Boomers are enjoying
their lives and want to share the
fruits of their hard-earned cash
and those valuable holiday
experiences with loved ones.
– WILL HALL, Director of Marketing, EME –
RCI Exchanges
R CI VEN T U RES 2 9
 “Baby Boomers value their freedom and
independence, which is why they have a preference
towards shared-holiday ownership products, as they
prefer to organise their own holiday activities. Many
have been committed RCI members for some time and
have a passion for shared-holiday ownership products
and the exchange concept.”
Authenticity and experience meet comfort
They may be the generation that invented backpacking
and demanded the ease of cookie-cutter package holidays
when raising their families, but travel for Baby Boomers is
now where authenticity and experience meet comfort.
Baby Boomers have travelled widely and now seek
unique and engaging activities for their holidays. They no
longer want to just escape to a beach resort and spend
two weeks getting a sun tan. Hall said: “Travel takes
people to different places for different reasons, whether
it’s to explore, learn, unwind, or indulge, and with our
Baby Boomer members, authenticity is key.
“They seek holidays where they can immerse
themselves in local culture and get a real taste of what the
destination has to offer – whether it’s iconic monuments,
landscapes, local cuisine, or other unique points of
interest, as well as visiting local communities.”
But Baby Boomers are also keen to enjoy such
authenticity in comfort and for that, shared-ownership
resorts are a perfect fit.
Hall explained: “Most RCI-affiliated resorts have
on-site entertainment, great amenities, and dining options
suitable for holidaymakers of all ages. Coupled with
on-resort security, these amenities appeal strongly to
Boomers who seek comfort and security alongside their
explorations. This also appeals to solo travellers looking
for the flexibility to holiday the way they want whilst
feeling safe and secure.
“Our members prefer to enjoy holidays at their own
pace, they don’t want to be tied down to meal times, and
so self-catering options allow them to visit local markets
and cook their own meals, or dine out at their leisure.”
Beyond shared-holiday ownership, RCI has other
brands in its portfolio which appeal to Baby Boomers.
Hall pointed to Love Home Swap and The Registry
Collection as two of these: “Both brands offer flexibility
and a unique way to holiday, thus appealing to savvy, well-
travelled Baby Boomers who have a penchant for upscale,
exceptional accommodation.”
However, luxury travel isn’t only reserved for the
Boomers. According to TripAdvisor’s TripBarometer
report, 56 per cent of Baby Boomers and 54 per cent
of Millennials are prepared to pay a little more for a
luxury trip.
A sense of adventure
It may appear as though the Baby Boomer and Millennial
market segments are not just years, but oceans apart
in terms of the way they travel, and thus the way the
industry should appeal to them. But there are some
surprising crossovers making it possible to target them
with similar products. Hall explained: “Millennials
tend to choose more active holidays. They are younger,
braver and bolder and have paved the way for more
30 Q 3/Q 4 2 01 9
activity-based holidays. However, Boomers also express
a preference for activities, such as walking or culinary-
focused holidays, mountain biking and skiing. The
industry is responding to this with many operators
offering experience-driven holidays, therefore catering to
WILL HALL both Baby Boomers and Millennials.
Director of
“With shared ownership, one of the obvious advantages
Marketing, EME –
RCI Exchanges. is the space the accommodation offers for those wishing
to take friends and family on holiday. Baby Boomers are
enjoying their lives and want to share the fruits of their
hard-earned cash and those valuable holiday experiences
with loved ones, and shared-holiday ownership products
allow them to do that,” explained Hall.
In a similar way to Millennials, Baby Boomers are also
seeking flexibility and short-term commitments, and this
is where products like RCI Points 10 are proving popular.
Hall added: “RCI Points 10 is our short-term
membership, which supports our affiliates in the sale
of 10-year holiday ownership products. It is inclusive of
transaction fees, giving members a flexible way to holiday.
“It delivers on Baby Boomers’ desire for value for
money, with ease of use and transparency.”
Hall explained that RCI has continued to market to
Baby Boomers while also targeting Millennials. In addition
to supporting its affiliates with insight on member
preferences, RCI has also evolved RCI Points and enhanced
its Weeks product to give greater flexibility to members.
However, with Baby Boomers planning their
destination months in advance of booking their holiday,
Hall advises resorts to develop a narrative of rich online
content that can be repurposed across their channels,
to promote destination and resort activities well in
advance of travel.
“It’s about being present in the places where Baby
Boomers are looking for information,” said Hall. “Don’t
wait for them to book with you before you start marketing
destination activities. Be the source they find when they’re
searching online for activities with their grandchildren in
Greece or a solo adventure break in Spain.” 
MEET THE BOOMERS
• Baby Boomers spend almost • Baby Boomers are active
three times as much on users and shapers of new
holiday accommodation technology. Four in 10 use a
(£890) when compared to smartphone – up 11% between
their children’s generation. 2016 and 2017 – and they are
the fastest growing group on
• They seek authentic
experiences but can be Facebook.
adventurous. UK tour operator • Accessible tourism is a vital
Saga, which caters to a senior consideration when targeting
clientele, says adventure the Boomer market, as their
holiday bookings are up more age means they have greater
than 400% in recent years. health and mobility concerns.
• They want high-quality
accommodation that Sources: TripAdvisor’s 2019 TripBarometer
Report; Ofcom: Adults’ Media Use and
allows them to explore the Attitudes Report, 2017; Saga Holidays;
destination by day but relax The American Society of Travel Advisors:
2019 Boomer Travel Trends; Expedia Group
in comfort at night. Media Solutions.
Getting into
Character:
THE PSYCHOLOGY OF TRAVEL
A recent study by travel start-up, Culture Trip, looks
at the role of culture in defining travel behaviours.
LORRAINE LOVELAND explores the four
cultural mindsets identified, and how
crucial they are to the world of
shared-holiday ownership.

R CI VEN T U RES 3 1
WE LIVE IN AN INTER-CONNECTED WORLD,
with cultural exploration being a major component,
especially when considered in the context of
globalisation and the experience economy.
Four mindsets emerged from the survey: Culturally
Aware, Culturally Curious, Culturally Immersive and
Culturally Fluid – all four very important considerations
for the resort sales environment (see Figure One for
definitions).
Natalie Malevsky, VP of Product Marketing at Culture
Trip, said: “Globalisation has brought people closer
together and, as a result, we’re seeing a shift to a society
which is more culturally open and diverse.
“Travel is very accessible, especially since the
economic crises which have made it difficult to get onto
the property market. Holidays and ownership products
are cheaper than buying a house and so it opens up the
experience market, allowing people to visit new places
and interact with new people.”
Research into reality
Malevsky explained: “We’re all in the pursuit of happiness.
As per Maslow’s Theory for travel motivations, the
ability to reach self-actualisation is linked to the way
we immerse ourselves in the cultural context. We often
compare and contrast our own culture with the ones we
find ourselves discovering.”
Vassilis Karamanlis is CEO and President of Villea
Village in Crete, a resort which offers a variety of cultural
experiences for guests.
“All four groups could be staying at your resort at any
one time, so you must tailor your offering accordingly,”
said Karamanlis. “We opened in 1990 and introduced our
mixed-use operations in 1994. Since that time, the need
for cultural experiences has grown and we offer everything
from language lessons to folklore performances.”
Crete has an abundance of activities for the culturally
inquisitive, with more than 5,000 years of history, plus
Cretan festivals and events. It is also a popular destination
32 Q 3/Q 4 2 01 9
for botanists with over 150 indigenous plants.
“The combination of outdoor adventures and
attractions within an hour of the resort gives us the prime
furniture to cater to those who either like to dip their toes
into adventure or want more cultural immersion.
NATALIE
“American guests are typically Culturally Immersive.
MALEVSKY They want to connect with history and culture on a
VP of Product deeper level, as they don’t have such a far-reaching history
Marketing,
Culture Trip. back home.
“Greek and Italian guests are more Culturally Aware
and visit for a laidback beach break, enjoying a similar
climate to their home towns for familiarity.”
The industry’s cultural codes
The four character traits strongly correlate with the
traditional shared-holiday ownership consumer and
future sales prospects.
RCI Ventures interviewed long-standing RCI Weeks
Member, Donna Merrick, to establish her cultural code for
exchanging, and where she fits in the paradigm.
“I bought my first timeshare over 20 years ago when my
daughters started school and not much has changed when
it comes to our holiday planning,” Merrick explained.
Merrick plans in advance to get the best value for
her weeks of ownership and has a set criteria for her
exchanges: a two-bedroom, RCI Gold Crown apartment,
as it’s the same quality as her home resort.
“We fell in love with Pueblo Evita in Málaga so much
that we bought a week there. The resort is built in the
traditional Spanish style, we visit every year and test out
our language skills with the staff who we know really well
– it’s truly a home from home.”
As well as identifying with being Culturally Aware,
with a preference for home-from-home experiences, the
AUTHENTICITY Merricks also shift into being Culturally Curious. Merrick
AT ITS FINEST:
Villea Village explained: “Our daughters have been studying so we’ve
has spent years
crafting the stuck to our home resort over the last few years, but next
guest experience year we’re off to Florida and in 2021 we will go horseback
including Greek
nights by the pool. riding in Arizona for some active outdoor adventures.”
 F I G U R E 1 : C U LT U R A L M I N DS E TS I N T R AV E L

• Culturally Aware: • Culturally Curious: • Culturally Immersive: • Culturally Fluid:

Motivation for travel is
anchored in pleasure.
Look for familiarity and
places that are reflective
of their own culture.
Motivation for travel is to
discover new things and
disrupt everyday routines.
Love to collect different
experiences from
different countries.
Motivation for travel is
adventure and personal
progression, travelling
worldwide for adventure
and off-the-beaten-track
encounters.
Natural nomads with
travel in their DNA.
Everywhere is home and
memories are tied to
human interactions.

Generation value perception Beyond resort boundaries

Malevsky said: “As marketers, we sometimes confuse price
and value. A strong proportion of survey respondents
were not afraid of commitment and would happily register
for subscription-based models. So the idea of signing-up
to a fixed term of holidays may not be viewed as risky.
“The essential contingent is that consumers must see
value in your offering. Value is deeply rooted in a person’s
individual cultural code so you must look deeper to find a
way to tap into their needs for their travel fulfilment.”
Merrick instantly perceived value in her first timeshare
purchase: “I knew from friends how expensive family
holidays were. Shared-holiday ownership represents great
value, you wouldn’t be able to find the same quality at a
cheaper price on the open market.
“Maintenance fees do increase, however, I’m paying
£500-600 for one week which I can often exchange for
two breaks, and friends are paying more than £1,000 for
the same experience for a one-week break.”
Delivering contemporary features for the younger
generation is also key for longevity: “Third-Culture Kids
and Generation Renters are key markets to watch, they’re
loyal to Airbnb and love edgy design hotels. Find some
way to make yourself comparable and they will anchor
onto your product,” said Malevsky.
The study revealed older generations as being less
immersive. However caution should be applied: “We
shouldn’t be too quick to attach age labels. Although a
high proportion of the older generation are sat in the
less immersive segment, globalisation and technology
advancements will see them play catch up – if it sits within
their own personal codes to do so,” advised Malevsky.
“Age cannot be applied with certainty. These codes
are ingrained according to our individual life experiences
which fluctuate over time. It’s more effective to base your
strategy at an attitudinal level rather than statistically
or geographically.”
One thread which unites these mindsets is the notion
that no one wants to be a tourist, they want to connect
with the world around them.
Holidaymakers are seeking more from their travels and
resorts are now bringing more to the table with a blend of
fast and slow culture, with fast culture encompassing latte
art and popular entertainment, and slow culture including
language, nature and folklore.
“The study looked at activities respondents seek and
we observed a clear division. The Culturally Curious
look to tick off those must-visit sites in a systematic
way. However those who are immersive or fluid would
naturally find themselves unexpectedly diverted from
DONNA
MERRICK their travel plans,” said Malevsky.
RCI Member. With the suggestion that these segments are set to
show rapid growth, it would seem challenging to cater to
their ever-changing travel plans.
“In reality, it’s about creating awareness as well as a
provision of experiences. Provide free Wi-Fi so they feel
connected, afford them those stunning views from their
apartment ready to share on Instagram, and give them
something novel to enjoy,” Malvesky added.
Villea Village assessed its on-site real estate to deliver
on these provisions: “We expanded our on-site offering
to include yoga activities and a gastronomy week, which
ties in with Crete’s autumn food festival. June brings
world-famous folk and classic music concerts, so we
can give our guests more than just the average stay,”
explained Karamanlis.
“You must give them access to the information they
need on what to see and do in the area, and how to get
there. Any opportunity to introduce something new or
unusual is always worth exploring.”
Travel with purpose
Malevsky added: “Technology has enabled us to connect
with the world, with those who maintain similar interests
to our own. As travellers, we expect to participate in
experiences that match our passions.
“Purposeful travel is all about finding yourself in a
destination, exploring your interests and discovering
how they play out on holiday.
“Shape your sales and marketing with powerful
messages and strong platforms to address consumer
needs, and resonate with their cultural leanings.”
Malevksy continued: “Travel is very social. Even if
you travel solo, you still interact with people, and family
holidays are opportunities to bond with loved ones. We
VASSILIS must look beyond geography and age to remain relevant,
KARAMANLIS and search deeper into cultural identities to cater to our
CEO and
President,
urban multi-cultural village who travel with more purpose
Villea Village. and meaning than ever before.” 

R CI VEN T U RES 3 3
A FINAL THOUGHT

Prosperity for
South-West Europe
Spain is home to 30 per cent of the shared-holiday ownership
units in Europe, and is an excellent reflection of the demand
and opportunity in the market, particularly in south-west
Europe. OVIDIO ZAPICO, Regional Director, Business
Development – RCI Exchanges, explains how the
industry is evolving in the region.

TOURISM IS INTEGRAL TO THE In Italy, we are seeing similar trends,

Spanish economy, accounting for almost
15 per cent of the country’s GDP, with the
shared-holiday ownership industry contributing
to approximately three per cent of this. Resort
developers in Spain, the Canary Islands and Italy
have advanced their product offering throughout
the years to meet the needs of today’s consumer,
moving from a traditional fixed-week ownership
model to short-term products.
In line with this trend, Pearly Grey Ocean
Club in Tenerife has recently signed an
agreement to sell RCI Points 10 – one of RCI's
particularly with Italian leisure brand Domina,
which has set its sights on becoming a global
real estate powerhouse by renovating its
existing resorts, acquiring new properties
outside of Italy, and opening new sales lines
to the international market.
While south-west Europe has seen remarkable
growth with visitor numbers increasing year-on-
year, there is now heightened competition with
the reopening of many destinations, including
OVIDIO ZAPICO
Turkey, Egypt and Tunisia. We anticipate this Regional Director, Business
competition will have an impact on rentals in the Development - RCI Exchanges

latest innovations. The ten-year RCI Points
membership is inclusive of transaction fees,
working in synergy with short-term ownership
products. The developer has pioneered the
product in the south-west region, and I believe
we will see many more resorts following suit
and selling this product.
It is essential for hospitality players of any
size or scale to invest in regular resort upgrades,
and we are witnessing many resorts across Spain
and the Canary Islands investing in extensive
refurbishment programmes – an excellent
demonstration of our developers’ commitment
to quality. One example is Hotel Tropical Park,
Tenerife, which saw its €6 million renovation
come to fruition in late 2017, in addition to
Crown Resorts at Club Marbella, Pearly Grey
Ocean Club, Club Las Calas and many other
affiliates completing their renovations and taking
advantage of subsidies from local governments.
region, reaffirming the need for shared-holiday
ownership products to stabilise occupancy levels.
In addition to this, many international
developers are continuing to open resorts or
looking at expanding their operations in the
region, including Palladium Resorts, Iberostar
and AMResorts, in recognition of Spain as an
integral contributor to the global shared-holiday
ownership industry.
The expansion of the RCI Exchanges family
of brands has increased RCI’s offering in the
market. We are looking into a number of real
estate opportunities through Love Home Swap,
including signing an agreement with Higueron
West in the Costa del Sol. Los Jardines de Abama
Resort in Tenerife has recently affiliated to The
Registry Collection, and it’s encouraging to see
a resort of this calibre launching its real estate
product here, demonstrating the prosperity in
the market.
ABOUT
OV I D I O Z A P I CO
Ovidio joined RCI in 1989 and
has held various roles within the
company in Mexico and Europe.
He has been Regional Director
for RCI in Costa del Sol, Director
of Affiliations for mainland
Spain and Balearic Islands and
was responsible for the call
centre in Spain. Ovidio now has
an expanded role leading the
RCI Business Development team
for mainland Spain, the
Balearics and Canary Islands,
Italy, Malta and Kenya.

34 Q 3/Q 4 2 01 9
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