Sharetime 2013 summer edition - digital

ISSUE 14 | Summer 2013

2013

conference review

Five golden words

Ambassadors get the call

Pergola Club Hotel and Spa

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SHARETIME

From the chairman’s desk By chief executive, Harry Taylor

T Harry Taylor

he launch of the TATOC Five-Year Plan in March has given the board renewed focus and vigour. We are clear on our aims and objectives and know what we need to do to achieve them.

So it was with this in mind that I attended the American Resort Developers Association (ARDA) industry conference this April. Held in warm and sunny Fort Lauderdale, Florida, this is the largest industry event of the year with thousands of delegates – and it proved to be a highly worthwhile event.

I was able to attend some interesting and informative sessions and take advantage of the networking opportunities. TATOC was in great demand with productive meetings with industry leaders from Europe, the U.S.A. and South Africa.

On my return we began preparations for the TATOC conference 2014. After much consideration we will be returning next year to the Park Royal Hotel, Stretton, Cheshire.

It will run from Friday, March 7 to Sunday, March 9.

The TATOC AGM will take place at 5pm on Friday. The conference proper will open officially on Saturday morning and will end with a farewell lunch on Sunday. More conference news will follow later this year.

One of the most important developments at the 2013 conference was the official launch of TATOC’s free health check service.

This programme is available to all independent resorts and those who operate without a developer. It is an opportunity for industry experts to evaluate the future of a resort and then report back.

The panel of experts has been appointed by TATOC and includes a practicing timeshare solicitor, timeshare trustee and accountants with timeshare resort experience.

The full health check includes membership profiling, financial projections and looks at opportunities and threats facing the resort.

We also launched the TATOC Ambassador programme which is now under the direction of Michael Ashton; he has already recruited ambassadors covering the U.K., U.S.A, Spain and the Canary Islands.

During the summer months the TATOC helpline is inundated with people who have been approached, cold called or in some way fallen for a scam.

The TATOC campaign for the summer is ‘Five Little Words – Don’t deal with cold callers.’ This is the message we want our resort members to get across to their own members.

Mark Calidicott’s story about the huge losses

Thank you Dear Harry,

I know that the deleg ates TA TOC conference in Cr at the recent of one owner could have been avoided had the ewe made a tremendously gene owner been more aware of scam cold callers rous collective and the European Directive. donation for Christe l House. First, I'd like to thank you an d the board of TATO It is important to note that scammers are C for making Christe already devising ways of getting around the l House one of your ch ar iti es of choice and for en current timeshare regulations. gaging with us so enthusiastic ally.

The U.K. ECC has reported that consumers Then I hope that yo need to be aware of the growth in complaints u will pass on my message below to about leisure credit schemes which fall outside all those delegates who supported us the recently revised timeshare and holiday and products legislation. what this donation explain to them me children at our scho ans for the ol in South Africa.

Please be aware that you do not have the protection given by European legislation if you “Thank you! to all TA TO enter into contracts for this type of product. conference delegat C members and es. These words ar e simple; but our grat I end here on a sad note. itude is immense.

Your very generous donations made at the TATOC Conf Ron Haylock, a personal friend and an erence have been used to support ou enthusiastic supporter of TATOC, died r appeal for funds unexpectedly at his home in Dingley in to develop playing fie lds for use by our Northamptonshire on May 7 at the age of 68. own students and also youngsters fro m nearby communities Ron will be remembered as the driving force in Cape Town. behind the growth of RCI where he was group They will all have an opportunity to managing director. When he retired in 1999, cultivate healthy ac tivities, team play RCI had an annual turnover of £110 million. and good sportsm anship on the new sports fields.

Ron was also vice-chairman of Christel House, the children’s charity set up by Chistel Every child deserves DeHaan and wrote in the last issue of a that is best achieve bright future and Sharetime about the timeshare demographic d through education , wellness and charac time-bomb – a subject on which he te was passionate.

Children from impo r development. verished background s so often lack these op I could go on but will end by saying Ron support will make a portunities. Your big was a man of many talents. Many will lives. There is simply difference in their miss him. no better gift.

A thousand thanks to you all, Christel DeHaan, Fo under Harry Taylor, executive chairman

TATOC meets new consumer group

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meeting to share news and plan how to work together to assist consumers has been held by TATOC and the European Consumer Centre (ECC) The U.K. European Consumer Centre provides free advice and information to individuals when shopping within the internal market of Europe.

While it does not have any enforcement powers and cannot compel traders to take any action, consumers who are in a dispute with a trader located in a different country in the European Union can contact the ECC for support and assistance.

The U.K. ECC is part of the European Consumer Centre Network (ECC-Net),

which is made up of 29 centres (one in each E.U. country plus Iceland and Norway). The aim is to give consumers the same confidence when shopping within Europe as they do at home.

Said TATOC chief executive Harry Taylor: “A good working relationship has been established. We will be sharing news about scams and handling any timeshare enquiries they might have.”

The U.K. European Consumer Centre is hosted by the Trading Standards Institute and provides advice on buying goods and services, on-line shopping, internet auctions, holidays, timeshare and holiday clubs and air travel.

U.K. ECC is co-funded by the Department for Business, Innovation and Skills (BIS), and the European Commission.

ISSUE 14 | Summer 2013

News from the TATOC Consumer Helpline

Five little words: Don’t deal with cold callers Mark Caldicott, helpline manager, reports on a disturbing case that came through to the TATOC Consumer Helpline

I Mark Caldicott

recently took a call to the helpline that is so shocking and upsetting I must share it as a warning to other timeshare owners and consumers. I have used the name Smith to maintain the owners’ anonymity.

Mr and Mrs Smith are an elderly couple who took 12 telephone calls from various re-sale companies over an 18-month period. During this time they paid in excess of £18,000 in retainer fees in the belief that these companies would sell their timeshare week.

The practice of taking retainer fees was made illegal after implementation of the European Timeshare Directive. This was set up for the “protection of consumers in respect of certain aspects of timeshare, long-term holiday products, re-sale and exchange.”

The new directive has received widespread support from industry bodies, consumer representatives and government agencies.

It gives consumers better protection and confidence when purchasing timeshare, other long-term holiday products and related services.

The directive came into effect on February 23 2009 and was transposed into national law two years later.

Mr and Mrs Smith paid the various retainer fees on their credit card in the belief that their

Meet the TATOC team

S Francis Seaver

haretime caught up with Francis Seaver, TATOC Consumer Helpline assistant and membership co-ordinator, to find out a little more about his role.

What are your daily responsibilities?

I answer the helpline phones, take enquiries and respond to the emails that come in.

I also co-ordinate TATOC’s membership and affiliation processes. This includes updating our records, sending out documentation and liaising with the different departments within TATOC.

timeshare would be sold. All proposed sales fell through.

Of course, none of these scam re-sale companies have potential buyers as they operate simply to extract retainer fees from vulnerable timeshare owners.

I cannot reiterate enough these five little words: Don’t deal with cold callers - however genuine they sound or tempting the offer they make.

Mr and Mrs Smith had received no information from their resort about the new directive or any advice on how to handle cold calls or scammers.

Mr and Mrs Smith then received a call from a ‘legal company’ promising they could get back all the money they had paid to the cold calling re-sale companies plus an additional 30 per cent of the money promised from each sale.

This came to £140,000 in compensation.

Unfortunately, they believed this was a legitimate business and they paid the legal company an upfront fee of £38,000 via bank transfer. This bought their total spend on retainers to £56,000.

When they called the TATOC Consumer Helpline they were very distressed. Fortunately, we are working with Mr and Mrs Smith to claim back the £18,000 they paid on their credit cards through Section 75 of the 1974 Credit Consumer Act. However, the £38,000, which was paid by bank transfer, is lost and cannot be reclaimed.

We have also put Mr and Mrs Smith in contact with Action Fraud, which is a section of the police, for them to investigate.

What is the best aspect of your job?

I really enjoy helping people get their money back when they have been scammed. It is great to hear their success stories and knowing that I have been involved with this.

If you were TATOC boss for the day, what would you do?

With a small team at the office, I am sometimes the ‘boss’ of TATOC for the day when Harry and Mark are away.

If I was in charge completely for a day I would scream from the rooftops – don’t deal with cold callers. We are trying to get this message across in 2013 and hope that our member resorts will pass this message on to their owners.

What would you like to be doing in five years’ time?

As TATOC grows and expands I hope my role will include taking on more responsibility, supporting our current members and affiliates,

If you have been approached by a cold calling company please call the TATOC Consumer Helpline on 0845 230 2430. We will assist you with any question relating to your timeshare.

Further details of the European Timeshare Directive, details of the Credit Consumer Act and a number of TATOC consumer guides which cover a range of timeshare-related subjects can be found in the consumer help section of the TATOC website www.tatoc.co.uk.

adding value to their membership and assisting our Ambassadors as they promote TATOC. In the longer term I would like to run my own business but that is some way off at the moment.

What are your views of the timeshare industry?

Timeshare is a great product and if it is sold correctly provides great quality holidays for people. I have visited a number of timeshare resorts as part of my training and I am always impressed at the accommodation and the facilities. It is so different from a typical package holiday apartment.

Tell us a little more about yourself: I am from Ireland originally and now live in Manchester with my two lovely Chihuahuas. I am a big horror movie buff and am addicted to reality television – my guilty pleasure.

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SHARETIME

Providing solutions to resorts world wide

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esorts in need of an upgrade, sales that require invigorating and ageing owners who no longer wish to be tied to the ‘in perpetuity’ of their timeshare.

Continuing expansion includes a third resort in Turkey in the popular tourist hotspot of Kusadasi and a second in Orlando, Florida, while a third is being sought.

These are industry-wide problems that CLC World Resorts & Hotels, with almost three decades’ experience, is both aware of and understands.

It will also start offering canal boat holidays this year, and since 2007 has had its own private members yacht club.

CLC World’s success, making it an industry leader in Europe, has been built on its expanding portfolio of outstanding resorts and innovative products.

It has been in the vanguard of the European industry for many years, while continuing expansion is securing its place on the worldwide industry stage, with a range of holiday ownership products on offer.

Product diversity has seen the original timeshare product long overtaken by its hugely popular Vacation Club Points programme, and currently the company offers trial memberships, multi-destination clubs, fractionals, outright property ownership and holiday rentals.

The company’s 3,000 employees – 66 per cent in hospitality roles and many having at least ten years’ service – work tirelessly to supply the outstanding holiday experiences the 50,000 members and visiting guests demand.

A majority of entries on TripAdvisor testify to these positive experiences, to the delight of the company’s social media team tasked with monitoring them.

With its impressive business CV, the company is ready to assist in turning resorts around and overcoming the challenges some owners’ committees are now facing.

Management

Chairman Roy Peires believes the company’s carefully-built reputation and strengths have fitted it to tackle the critical challenges now facing some owners’ committees and developers.

A combination of highly trained people and high-grade technology ensures a smooth resort management operation led by director Richard Fletcher who has more than 20 years’ service, and even more years as an hotelier.

Utilising these strengths in three key areas, the company has identified the way forward for such resorts:

CLC World quickly recognised the potential of TimeShareWare as its software tool and invested in the program. This has the functionality to manage all of its advanced resort operations - and resort inventory of all types.

• Skilled and effective management • Marketing and sales expertise • Innovative products to benefit older owners.

Known for many years as Club La Costa, the company recently rebranded as CLC World to reflect its growing global identity with new resorts in the theme park capital of Orlando, marking an important step ‘across the pond’.

One of the largest independent European timeshare companies, it has, for the past decade, been the leading sales and marketer, too.

CLC World has 28 resorts, its portfolio characterised by quality buildings, wide ranging facilities and highly honed management, with many awards earned in areas of housekeeping, restaurant dining and green initiatives.

Alone in European timeshare, CLC World is allowed to fly the iconic British kitemark flag at its locations in Spain and Tenerife, being BSI quality accredited for resort operations.

In first quarter 2013, U.K. based Resort Solutions Ltd (RSL) was acquired, adding more might to the company’s management muscle.

and training school for recruits. Sales centres are also located at its major resorts in Cornwall, Scotland, Tenerife, Turkey and the U.S.A. Offsite sales offices in Moscow, Mexico, Turkey and the U.K complement these.

Importantly, CLC World has 15 years’ experience of U.K. consumer financing via Barclays, Hitachi and Shawbrook, and is one of only a small select group of timeshare companies in Europe able to offer this facility.

New Products A history of designing products that fit with what its owners and members want, achieved by listening to their holiday and property owning dreams and desires, has kept CLC World sales buoyant even during recession.

From points to fractionals and with full property ownership at its resorts, CLC World has read the trends and created products in tune with lifestyles.

It has now risen to the industry’s latest challenge: how to free owners from their ‘in perpetuity’ weeks, while still attaching value to them.

A new and exciting product has been developed for those looking for an alternative way to fulfill their holiday dreams, one that preserves the flexibility - but for a determined period and allows them to trade in their weeks toward the cost.

With many membership benefits and advantages, and a commitment by CLC World to absorb their weeks and upgrade them to its vacation club standard, it could become part of the solution.

RSL, Europe’s largest independent, dedicated management company, continues to service resorts in mainland Spain, Lanzarote, Portugal, France and the U.K. representing over 10,000 members.

Sales & Marketing CLC World’s sales and marketing is believed to be the largest in the industry.

Hundreds of leads are generated each week and some 20,000 Fly Buy clients visit each year, with gross sales equivalent to 10,000 weeks per year. Vacation club, mini-vacation and fly buy programmes ensure a rich flow of new members and increased F & B revenues.

At its sales flagship centre on the Costa del Sol, the company operates a state-of-the-art facility

To discover more contact Brad Revell, managing director, Resort Solutions Tel | +44 (0) 1858 431 160 Email | brevell@resort-solutions.co.uk

ISSUE 14 | Summer 2013

First Resorts joins TATOC

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irst Resorts, a South African-based management company, has expanded its reach into Europe and become an affiliate of TATOC. Over the past decade First Resorts has become a recognised player within the vacation ownership industry, with more than 60 resort management contracts throughout South Africa and Namibia.

First Resorts provides all aspects of resort handling including asset controls, reception, check in, food and beverage, finance, security, design, refurbishment, rentals, central buying, housekeeping, maintenance and yield management.

However, says the company, provision of these services is no longer the key to creating memorable and amazing vacation experiences.

A lot more is required to exceed guests’ expectations.

First Resorts says it is dedicated to ensuring that each guest indulges in a vast array of emotions, experiences and feelings.

The intent is that guests’ senses will be

Gambian resort joins TATOC

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ololi Beach Club, in the Gambia, has become TATOC’s first African member resort.

Just five-and-a-half hours from the U.K. and situated within 24 acres of landscaped gardens, the villas at Kololi are set beside the endless sandy beaches of the Gambian coast, alongside the Bijilo Nature Reserve.

The resort offers studio, one- and two-bedroom accommodation with state of the art conveniences.

Daily maid service can be upgraded to include a personal valet and room waiter service.

stimulated to create magical memories of satisfaction and fulfillment – and the desire to return time and time again.

“As a company we endeavor to meet everevolving consumer expectations,” said Johann Jordaan, managing director.

“We pride ourselves on optimally engaging all the senses; we relentlessly pursue our desire to create a memorable experience for all.”

Macdonald Hotels & Resorts enters Portuguese market

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acdonald Hotels & Resorts, the U.K.’s largest privately-owned hotel group, is to manage Vale D’Oliveiras Quinta Resort & Spa, in Barranco Fundo, within Portugal’s western Algarve region.

Vacation ownership is in the recovery stage and service excellence will form the foundation towards continued growth.

It is the first time Macdonald Hotels & Resorts, currently with nine resorts in the U.K. and Spain, has launched an agreement in Portugal.

Organised entertainment at First Resorts includes regular mid-morning high teas, sunset socials, after-dinner karaoke, staff shows and live music.

First opened in 2010, the five-star resort is located in the seaside village of Carvoeiro and takes its name from olive trees within the valley.

“A unique character has been created to further strengthen resort-guest relations and encourage participation. The character, known as Fred First, draws guests from around the resort and encourages participation in the daily events,” said Jordaan.

Set in 20 acres of landscaped gardens, the extensive resort features 22 tastefully appointed, Portuguese-styled hotel bedrooms, two suites and 80 spacious one- and twobedroom townhouses, all managed under a fractional ownership agreement.

In order to monitor the success of these initiatives, First Resorts employs various forms of feedback, such as on-line questionnaires and surveys, mystery guest programmes and telephonic call monitoring.

The five-star Vale D’Oliveiras Spa has an outdoor swimming pool, two tennis courts, a health club with heated indoor pool, gymnasium, children’s club and the ‘Olive Tree’ restaurant.

The resort is classified as a premier resort by exchange organisation Interval International and received the Superior Service Award which is presented for providing outstanding vacation experiences.

The property is centrally located for guests to take advantage of the Algarve’s renowned golfing opportunities. The Gramacho golf course is situated next to the resort while the Vale Da Pinta course is just five minutes away.

Coastal beaches are also close to the resort while Faro Airport is a 40-minute connection.

Referring to the significance of the agreement, Simon Jackson, chief executive of Macdonald Resorts, commented: “Firmly focused on the top end of the market, Vale D’Oliveiras Quinta Resort & Spa sets the same high standards of service delivery and product insisted upon across all Macdonald Hotels & Resorts.

On-site amenities include a par-3 golf course, two swimming pools and a grocery shop.

There are two bars, a pool bar and a restaurant that offers a wide choice of international and traditional cuisine. Visitors can enjoy a variety of African and European entertainment.

“From a ‘back-office’ perspective the resort and its current members will benefit from our considerable industry experience of delivering sound financial and operational practices, running high quality resort ownership and hotel properties.”

Through reception, guests can arrange excursions into the bush, river and creek cruises, and visits to numerous other tourist attractions.

More information on the resort is available online at www.valedoliveirasresort.com

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Contact us for service evaluations and tailor made solutions for your property.

ISSUE 14 | Summer 2013

A guide to collecting maintenance fees

Sharetime speaks with Roy Caligari to find the best approach to maintenance fee collection

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he annual collection of maintenance fees is a testing time for committees.

Without the much needed income, a resort simply cannot operate; refurbishment and improvements cannot take place, regular maintenance suffers and the resort can start receiving negative reviews from guests.

“When collecting fees we encounter the same questions and issues for withholding fees such as unexplained increases, initial mis-selling, re-sale problems, age and illness. Our team has answers to many of these problems but there is a lot that resorts can do to help themselves.”

Owners, especially those who pay every year, become disgruntled and no longer want to visit.

Roy’s tips include:

From there it is a downward spiral. If the resort is unkempt and accommodation not modernised how can it encourage rentals and new ownership?

Sharetime spoke with Roy Caligari from CBC and Resort Recoveries to find the best way to tackle maintenance fee collection to everyone’s satisfaction.

Resort Recoveries is a TATOC affiliated debt recovery service that works with timeshare resorts and offers sympathetic, understanding but ultimately successful outstanding maintenance fee collection.

The business holds the recognised Quality Assurance Accreditation, is licenced by the OFT and is a member of the Credit Services Association. Roy is an accredited mediator.

“When we work with a resort we take into account the requirements of the client in achieving maximum income for the upkeep of the resort.

“Similarly we assess the needs of the owner in ensuring contentment to continue visiting their accommodation and getting a first class holiday experience and value for money.”

There are times when owners can become unhappy about paying the annual charges, especially if their financial situations change.

However, the non-payment of fees is not restricted to finance and there can be a whole host of reasons why the owner does not want to pay.

“It is essential that the resort team or the company collecting the fees keeps this in mind – as a simple answer to an outstanding issue can result in payment.”

The Resort Recoveries approach is to adopt a balanced view showing a proportionate level of empathy where appropriate, while at the same time maximising fee collections.

It is important that, in addition to achieving settlement of the outstanding arrears, resorts keep the owner on board, happy to return or exchange, enjoy their holidays and pay their fees in the future.

Communicate: Many resorts send out the maintenance fee bills with a single newsletter and that is the only communication they have with their owners during the year. If the owners have not attended the AGM or visited the resort they won’t be aware of what is happening and will be reluctant to pay.

Make use of low cost forms of communication such as email, social media or have an area on your website just for members.

Communicate with them on a monthly basis, tell them what is happening, get them excited about their membership and get them involved. They are more likely to pay their fees if they feel valued and informed.

Address the issues: The issues of mis-selling or owners feeling they are not getting what they bought are two areas resorts need to tackle as soon as possible.

Of course, there are always reasons such as owners being too old or ill to travel or the owner not visiting the resort for years.

These are difficult subjects to address but Roy suggests the response needs to show understanding for all concerned.

“If an owner is unable to travel due to age or ill health, then make sure you understand the circumstances and inform them their position will be considered by the committee.

“However, remind them that until this can be addressed, the fees still need to be paid – and have a policy in place to handle this.”

Owners who simply no longer want to pay need to be reminded they are contractually obligated to do so but provide them with information on rental programmes or TATOC affiliated re-sale companies who will be able to assist them.

“Providing them with alternative solutions while encouraging them to pay their fees means everyone is satisfied.”

Resort Recoveries is a specialist division of CBC International and delivers professional collection services to a number of large resorts in Europe. As part of their activities the team keeps regular contact with resorts to resolve disputes, provide a complete analysis of collections and advice on progress.

Find out the specific details of the promises made, where, when and by whom and then investigate and revert back with your findings.

Payment is accepted by credit or debit card securely and remitted to the client resort. They can also trace owners that have moved without notification to the resort allowing for fee collections that otherwise would be lost.

Ask the exchange companies, the trustees, the finance company, and, if available, the sales team for assistance and have a policy in place to handle any mis-sold ownership. And make sure you know and understand your own legal paperwork and constitution.

To find out more, you can contact Roy Caligari: E-mail | roycaligari@cbc-international.co.uk Web | cbc-international.co.uk or cbc-international.co.uk/resort-recoveries Tel | +44 (0) 151 515 3014

Educate: Keeping your owners up to date on what is happening at their resorts is just part of their on-going education. Advise on new products, services and sources of information being developed by exchange companies, re-sale organisation and travel businesses in general.

Make sure your owners know what is happening but this education must be fun, interesting and most of all, easy to access. Don’t assume owners know the latest news so make sure you provide it.

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SHARETIME

Beesley sells resorts to Richvale

F Ian Goddard

ollowing a successful sevenyear working relationship a deal has been agreed for the sale of Pueblo Evita and Fairways to Richvale, headed by respected industry professional, Ian Goddard.

The purchase includes the management companies, the unsold stock and the associated properties.

Martin Beesley, the original developer of the resorts, will remain in the position of nonexecutive chairman for the foreseeable future to oversee the smooth handover of all the operations.

In a recent statement Mr Beesley said: “I have been working with Ian and his company for several years and am delighted that we have reached an agreement.

After an initial consolidation period to make inventory management more efficient, it is the intention to upgrade the resorts in the coming years to appeal to a younger audience.

Club offers standard and elite style of accommodation offering ocean, mountain or swimming pool views.

Ian Goddard said: “In the face of difficult economic times it is essential that we offer better product than our competitors in the holiday market.”

The resorts have been operating for over 25 years and there are plans to update them so that accommodation can compete in the modern environment.

“We have started by introducing some additional operational benefits such as late check-out, any day and on-line check-ins and, apartment upgrades.”

The Richvale team will also change the approach to marketing by re-launching shortterm fractional products that offer ownership for five or ten years with a vastly reduced management fee.

“This is becoming a sought-after product as it suits the modern consumer. We’ve been very successful at generating inbound enquiries by clearly advertising the programme’s benefits.”

Fairways Club

Pueblo Evita is a gated resort built in typical Andalucian pueblo style and set between the sea and the mountains on the Costa del Sol, in southern Spain.

The complex was developed around a villa that was originally built for Eva Peron and the resort takes its name from this.

Pueblo Evita

“It is no secret that I have been looking for a buyer in recent years and I am sure the that clubs will go on to have a very successful future under Ian´s management.”

Four years ago Beesley and Goddard conceived and launched what proved to be a very successful fractional ownership programme.

The aim for future years is to launch an active sales campaign to extend this type of sale, which “has proved incredibly popular with members and new purchasers alike.”

Langdale – off road fun for all

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he Langdale Hotel and Spa in the Lake District has teamed up with Cumbrian off-road adventure company Kankku to offer an exclusive SelfDrive Safari package – the only one of its kind in the county.

Guests staying at Langdale can enjoy a full day’s off-road experience in the Lake District National Park. They will have sole use of one of Kankku’s ex-Army Landrovers along with maps, pre-programmed satellite GPS and a

The resort offers studio, one-, two- and threebedroom accommodation. It has two outdoor and one indoor heated swimming pool, poolside clubhouse, regular evening entertainment and an animator for daytime activities.

Fairways Club is situated on the south coast of Tenerife within the Amarilla Golf and Country Club complex.

Lakeview completes refurbishment

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he refurbishment of four lodges at Lakeview Country Club has been completed.

Improvements include new oak furniture, sofa and sofabed, dining table and chairs, carpets, lighting, curtains and coordinating artwork.

With its traditional architecture, wide programme of activities, gated access, large heated pool, clubhouse and bar, the resort is very popular with families. Fairways

Owners can view the updated lodges online by visiting: https://vimeo.com/64903406

road book direction system derived from the World Rally Championship.

In June the Hotel and Spa made many fathers’ dreams come true with its exclusive Pop Gear Experience, which allows dads to live out their driving fantasies while being wined, dined and thoroughly spoiled.

Langdale’s Self-Drive Safari provides a unique way to explore the spectacular landscape of the Lythe Valley and Gummers How, offering access to off-road routes and awe-inspiring view points.

Langdale guests taking up the package will be fully briefed by the Kankku team before heading off-road and anyone holding a full U.K. driving licence can enjoy getting behind the Kankku wheel.

The Self-Drive Safari is available all year round and costs £130 for up to six people in one vehicle.

The Pop Gear Experience is available from June onwards to anyone holding a U.K. driving license and costs from £325 for two including one night’s bed and breakfast accommodation in a Lakeland Signature Room, a full day off-road adventure, dinner and a pint at Wainwrights Inn and full use of Langdale’s spa facilities.

ISSUE 14 | Summer 2013

like, especially the units. And with TripAdvisor offering a good base for recommendations, videos assist in heightening the experience.

Last year Azure launched a video featuring members staying at the resort and their views.

It also focused on what would be asked of a ‘fly-buy’ guest visiting the resort and taking a preview presentation. These videos have proved a popular tool for visitor’s pre-arrival.

This time Anne Davies met with his Excellency Dr George Abela, the president of Malta, who shared his thoughts on why visitors choose to come to Malta.

View from apartment balcony

People the key to Azure’s good year

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ooking for a success story in the timeshare industry? The Radisson Blue Resort & Spa in Malta is a good place to start.

Located in the prestigious five-star Radisson Blu Resort & Spa, Azure employs over 130 staff. Halfway through the year, the team has been looking back at its recent successes and milestones achieved.

“It has always been about the people at Azure,” says project director Perry Newton.

“Our success comes from the dedication and commitment of every member of staff, at every level within the company.”

In April, Azure was nominated for three awards at the Fractional Life Summit 2013.

Commended for Best Fractional Development EMEA 2013 and described as ‘a polished Mediterranean resort offering a range of ownership options and comprehensive facilities’, the evening culminated in Azure winning the award for Innovation and Excellence 2013.

Perry said: “Being in a competitive market, it is an on-going challenge to stay ahead of the game. Winning this award reinforces all the hard work Azure has put in to initiating new projects and direction in which to take the company forward.”

Successfully reaching out to its members through social media, Azure has achieved a great deal within a short space of time. With SEO (search engine optimisation) specialist Sarah Mazzone as head of marketing, the company is fully aware that today’s industry is more about the on-line sphere than ever before.

Azure is confident that, with a robust digital marketing strategy, it will expand and nurture consistent communications with existing and potential members.

Perry added: “We want to offer a product that will not only enhance their current lifestyle but one that will offer ease of use in today’s everchanging market and younger demographic.”

Piers Brown, founder of Boutique Hotel Media and the Fractional Life Brand said: “Social media is clearly becoming a powerful sales, marketing and owner relationship management tool and Azure are leading the way within the sector.”

Harlem Shake in Malta When project director Perry Newton, held a meeting with key members of the marketing and member services teams, he evolved with a motivating approach to an Azure working day.

Giving all those present complete autonomy, everyone was instructed to leave what he or she was doing and to work on something that they really wanted to do.

Happy Birthday April saw Azure celebrate its ten-year year anniversary and staff who have been with the company since day one, before the development of the Golden Sands Resort, were interviewed about their time with the company.

A distinctive ‘blue’ cocktail was created to commemorate the event and added to the bars throughout the resort.

With new digital campaigns, a revamped website, new client experiences and an Azure Fly-Buy wedding coming up, the second half of 2013 promises to be as exciting for Azure as the previous six months!

“We all get done the things we need to do in our working day but I know that I am surrounded by many creative people, with ideas bubbling away below the surface. I wanted to give everyone a chance to step outside of their deadlines and work on anything they chose to for 24 hours”.

Reconvening at the end of the week the group presented their various ideas and out of this Azure’s very own Harlem Shake was born.

The fun idea came from creative designer Nigel Anastasti who had been fascinated with the crazy dance phenomenon sweeping the internet.

View of Malta

Filmed and uploaded to YouTube, the video drew thousands of hits and was a talking point at many a conference.

With new ideas in the bank, Perry declared: “It’s with a great feeling of pride that I say we have some incredible people working for us, I feel the exercise was worthwhile and we got a lot from it.”

Azure meets the President of Malta The fifth video featuring British TV personality Anne Davies was launched recently.

Aware that a picture paints a thousand words and wanting to offer prospective guests an insight both to Malta and the resort, Azure has up-loaded consecutive videos though popular viewing channel YouTube.

Everyone wants to know what a country looks like, what there is to do, what the resort looks

The Radisson Blue Resort & Spa

9

10

SHARETIME

Pergola Club Hotel & Spa

Sharetime speaks with the committee chairwoman Ann Jennings at The Pergola Club in Malta to find out why the resort remains so popular with staff and guests who are keener to return to The Pergola Club than exchange their week. The resort has continued investing in refurbishment and given a fixed-time option to members who had been requesting the facility.

The Cave Bar

A

fter a few difficult years, Malta is enjoying a recovery in interest. Last year was a record for tourism when visitor numbers surpassed 1.45 million – an increase of two per cent over 2011*.

As a result, timeshare resorts on the island have enjoyed an increase in demand for rentals and sales. Family focused four-star resort The Pergola Club Hotel & Spa is no exception.

The Pergola Club is located in the pretty village of Mellieha, just one kilometre from Malta’s largest sandy beach which offers shallow waters and a vast expanse of sand.

The resort’s accommodation overlooks the valley, Mellieha village, the bay and the sister islands of Gozo and Comino. It consists of 54 apartments divided into studios, one- and twobedroom apartments and 37 hotel rooms.

Guests can enjoy two fresh water outdoor swimming pools, children’s play area, heated indoor pool, fitness centre with sauna and Jacuzzi and the Da Vinci Spa. The resort offers a variety of ownership options from fixed and floating weeks and three, five and ten-year plans.

Sharetime asked committee chairwoman Ann Jennings for her views on timeshare in Malta today.

What is the history of The Pergola?

The Pergola Club Hotel & Spa originally opened in the early 1980s and has been significantly extended since 2000.

This has undoubtedly helped maintain a good base of members. Furthermore, we are now offering three- and five-year plans which seem to be of more interest to potential new members.

We see the website as a medium with which we can communicate with our members, past customers and prospective guests. The website is translated into seven languages and is kept up to date with all the activities that are happening at the hotel and which vary from season to season.

How do you keep your product attractive to today’s holidaymaker while still making ownership financially viable?

It gives us great pleasure to see how bookings from the website are on the increase as well as the number of monthly visitors that access the content that we put online.

The resort is essentially a club where members are given superior treatment to other guests.

We also have a very active owners’ committee, which organises regular activities such as Party Week.

We also have a very successful Facebook page which strengthens our web presence and is currently being handled by our reservations staff.

What are the key reasons why you think you have succeeded?

Our owners’ committee works very closely with the developer. This gives us the edge over our competitors as our members know they are really listened to.

It is an informal medium that gives us the ability to communicate easily and provide frequent updates on all that is happening within The Pergola Club.

The apartments, magnificent views and personalised service are among the factors that give the resort such a good reputation.

Many of our members comment that The Pergola Club is their second home not just because they are used to coming back but also because of the warmth of the staff members.

Resort cleanliness is also of prime importance for the management of the resort and, again, this contributes to our healthy amount of repeat guests - not just timeshare members but also rentals.

We also constantly work to add value to our membership. An example of this was the introduction of a club member discount card, which members can use at the outlets within the hotel and also at selected outlets in the village.

Since the 1980s The Pergola Club has grown in popularity becoming one of the leading 4-star properties on the island and has been refurbished a number of times - the last partial refurbishment was completed in April 2013.

Dining Al Fresco

Congratulations on your People’s Choice TripAdvisor Award for 2013 – how important is TripAdvisor to your business?

TripAdvisor has soared in popularity in recent years. Their Travellers’ Choice awards honour the world’s best hotels by those who know them best – real travellers.

Unlike any other hotel honours, winners are based on millions of valuable reviews and opinions from travellers around the world.

From surveys we know many of our guests have read our TripAdvisor page before choosing The Pergola Club and this shows how important it is to our reputation.

How has timeshare at your resort fared over the past five years?

The resort has maintained its popularity throughout the years especially with owners

You have a very active website – how does this support your business activities?

Fresh water outdoor swimming pool

It is immensely important to reply to any poor comment and give viewers a good insight into things. This puts any prospective client’s mind at rest that issues are being tackled and action is being taken to avoid a repeat performance.

ISSUE 14 | Summer 2013

View of Malta

How has the marketing and sales approach changed over the years?

Marketing has had to change regularly over the years to meet the ever-changing climate of our industry Sales today are mostly to in-house guests visiting The Pergola Club and occasional flybuy operations from time to time.

Can you tell me a little more about the European Regional Development Fund and how this has helped you?

The European Regional Development Fund (ERDF) focuses on strengthening social and economic infrastructure to increase competitiveness and improve quality of life.

We have used the ERDF mainly to develop our existing website as well as refurbish our multipurpose hall, the Vistana, as well as introduce Wi-Fi throughout the property.

An aging owner base is a big issue facing the industry. What is the situation at The Pergola Club?

The Pergola Club is facing the issue of an aging owner base and this is contributing to the fact that many of our members are returning more often to their home resort.

How important is your owners’ committee to your business activities?

Very important! Our committee is made up of three owner members and two founder members. We meet at regular intervals, monitor budgets closely and address any issues as and when they may rise. We are continually looking to achieve the best for our members.

Trends today indicate that younger people are not interested in long leases or long-term commitments. In this respect we believe that shorter leases are the way forward as well as a guarantee of a good quality service and value for money.

What are your plans for the future?

Our committee and developer are working closely together towards further refurbishment programmes and are working on long-term future plans - but these are to be revealed later....

Cheap package holiday deals can affect a resort both in sales and rentals. What are your tips to handle this challenge?

Our self-catering apartments give us an advantage over the smaller and lower quality hotel rooms on offer as cheap package holidays.

We also constantly work to add value to our membership. An example of this was the introduction of a club member discount card, which members can use at the outlets within the hotel and also at selected outlets in the village.

What sets you apart from your competitors on the island?

Outdoor pool and facade

As a resort what are you most proud of?

We are proud of a whole range of things but in particular the welcoming, family feeling our staff always give to our owners together with the commitment by the committee and the developer to our club members.

Our apartments, magnificent views and personalised service are among the factors that give Pergola such a good reputation and name on the island. Many of our members comment that Pergola is their second home not just because they are used to coming back but also because of the warmth of the staff members.

Bonaventura Restaurants

For further information on The Pergola Club: Website | www.Pergolahotel.com.mt Facebook | www.facebook.com/Pergolaclubhotel Apartment

*statistics from the National Statistics Office.

11

Timeshare Management Fee Collection Resort Recoveries, developed by CBC International, is a specialist in the recovery of overdue accounts in the timeshare sector, and, in particular, the collection of outstanding

annual

maintenance

fees

and

finance payments from owners.

Today, Resort Recoveries works with a number

of

resorts

throughout

Europe,

assisting with the collection of fees both in the U.K. and Europe. Key to their success is the understanding that resorts value their owners and want to enjoy a long-standing relationship. Tact, diplomacy and empathy are key skills and crucial to the operation.

Resort Recoveries Specialist Timeshare Fee Collection

So why choose Resort Recoveries?

Roy Caligari, managing director, explains: • We are TATOC affiliates so you are guaranteed that owners will be treated fairly and professionally while ultimately recovering what is owed; • We only charge when we are successful in collecting fees - if we are unsuccessful then the resort does not pay for our service; • We have experienced collectors who understand your business & get results; • We hold the internationally recognised Quality Assurance Accreditation ISO 9001:2008; • We are licensed by the Office of Fair Trading and registered under the Data Protection Act; and • We offer online, telephone and traditional cheque payment options making it easy for owners to pay their outstanding fees

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CONTACT US TODAY: | tel: +44(0) 151 515 3014 | fax:+44(0) 151 515 3015 enquiries@cbc-international.co.uk | www.cbc-international.co.uk

ISSUE 14 | Summer 2013

European Consumer Centre reports a surge in complaints about leisure credit schemes

B

ritish consumers are being urged to be aware of the growth in complaints about leisure credit schemes, which fall outside the recently revised timeshare and holiday products legislation.

WimPen still going from strength to strength

This emerging trend came to light as the consumer advice organisation looked at new products and schemes that have been developed by some traders in the two years since the implementation of the E.U. Timeshare Directive.

T

Andy Allen, U.K. European Consumer Centre (U.K. ECC) director, said: “This new product of a leisure credit scheme falls outside the revised legislation. The product tends to proliferate in popular holiday destinations such as Spain, Portugal and Malta.

he WimPen team in the Canary Isles is marking its fifteenth anniversary this year with a number of celebrations at its resorts.

Wimpen has been operating since 1998 following a management buy-out from a division of George Wimpey PLC. Managing seven timeshare resorts in Lanzarote, Tenerife and mainland Spain, WimPen also manages a further 12 residential and commercial communities.

Attention to detail and commitment to clients’ needs, while working within budgets has lead to a number of awards with six of the resorts attaining RCI Gold Crown, and one silver.

Two of the resorts in Tenerife are in the top fifty most requested resorts in Europe and they have also attained a ‘recognition of excellence’ from TripAdvisor.

Celebrations include special buffet dinners to mark the occasion and anniversary cake with champagne offered at their annual general meetings which are held in the UK.

Diamond Resorts implements disability awareness training

D

iamond Resorts has implemented a training initiative in order to ensure that every team member is aware of the potential disabilities their members, owners and guests may have, and be prepared to attend to them either by phone or in person.

“We want to draw consumers’ attention to the fact that this product is not covered by the E.U. Timeshare Directive and that consumers need to be aware that they do not have the protection given by this legislation if they enter into contracts for this type of product.

“Consumers should understand that they will have no cancellation rights, cooling-off period, deposits or consumer information rights under this legislation.”

Complaints to the U.K. European Consumer Centre about leisure credit schemes rose by 140 per cent (60) in the year to the end of March 2013 compared to 25 complains the previous year.

In leisure credit schemes, credits are sometimes bought outright or represent a product discount. Normally one-off purchases, the

In order properly to inform and educate its European team members, a required training session has been prepared and will be held at all the region’s resorts, sales centres and offices.

The training sessions will aim to address different situations that team members may encounter in order to help them better assist members, owners and guests with disabilities.

The interactive training sessions feature different activities including questionnaires, open discussions and personal experiences.

This training also covers all the different initiatives and improvements that Diamond is implementing in order to provide disabled members, owners and guests with the simplicity, choice and comfort.

The training sessions will ensure team members understand the meaning of disability and the importance of treating people fairly.

credits can cost consumers up to £15,000 and can then be exchanged for leisure products such as holiday accommodation, spa days and theatre trips.

Hallmarks of these schemes can include: • Being verbally sold as a way of off-loading or trading-in a timeshare or holiday club membership; and • When consumers have second thoughts they can find themselves unable to cancel their contracts “The directive is intended to give the best protection in the modern holiday market and give all consumers across Europe equal protection. There are now new loopholes and weaknesses and we are seeing complaints about these coming through. Consumers need to be aware of these restrictions,” Mr Allen added.

The U.K. European Consumer Centre has produced a leaflet called ‘Timeshares and holiday products – what you should know’, and is published on the U.K. ECC website.

13

14

TATOC Conference 2013 In Review TATOC

Finding Solutions: TATOC conference addresses the issues

E

very year in March TATOC stages a unique conference where timeshare professionals and timeshare owners come together to talk about the issues they are facing - and look for answers.

The theme of the conference this year was ‘Finding Solutions’ and, according to TATOC chief executive Harry Taylor, delegates did just that.

Finding Solutions TATOC conference 2013

Previous TATOC conferences have identified issues facing the industry. We understand only too well the challenges of an ageing owner base, a difficult financial and marketing environment and the evolving requirements and expectations of today’s holidaymakers.

But the TATOC conference is not a talking shop. We do not have the luxury of having time on our side.

Sharetime met with Harry and asked him to share his thoughts on TATOC 2013, what he had learnt and where the industry and the association go from here.

Our speakers and panellists identified a range of all encompassing solutions and opportunities for committees and resorts of all types and size.

Finding Solutions was the theme of TATOC’s 2013 conference - and our line-up of international and U.K.-based speakers did not disappoint.

Homeowner associations and committees need to understand what their responsibilities are and we urge all delegates to implement what they heard when they return to their resorts.

TATOC and the FIVE-YEAR PLAN

TATOC executive chairman Harry Taylor opened the conference with the launch of the Five-Year Plan which outlines strategy for the next five years.

We must play our part in the changing environment but be ever-mindful of our core principles and values.

This Five-Year Plan is a commitment by TATOC to achieve: Recognition: To be recognised as the largest independent representative body for timeshare consumers in Europe.

W

hen the first five-year plan was launched in 2007 some doubted the goals were achievable. But we persevered and today we have close working relationships with government agencies, law enforcement and all sections of the media.

We have more than 90 resorts and 400 individual members in membership and a successful affiliation programme for the legitimate timeshare industry.

Our jewel in the crown is the free TATOC Consumer Helpline which has become the trusted place for guidance on all matters relating to timeshare.

In developing the new Five-Year Plan TATOC acknowledges it must grow in stature and be involved in the wider timeshare offering.

Membership: To achieve greater legitimacy worldwide through increasing membership of elected resort committees and individual timeshare owners.

Helpline: To maintain and grow the helpline’s reputation for being professional, wellinformed and beneficial.

Funding: To continue the fair unit-based membership fee for member resorts while encouraging contributions through management fees to fund the helpline.

Codes of conduct and practices: To increase the number of affiliated companies accepting full compliance of the TATOC codes of conduct and practice.

Accreditation: To increase the number of accredited resorts and to expand accreditation to other products and sales personnel.

Exit strategies: To establish procedures that will enable the departure of existing timeshare owners without prejudice to remaining owners.

Europe: To increase membership of resorts where the principle ownership is not U.K.based.

This year’s conference was a great success – our speakers provided the solutions we were looking for, the venue was popular and we had more delegates than ever before.

Our moderator Robin Mills did a fantastic job and his insightful questions really got the most from our speakers.

I believe the future of TATOC is sound with the launch of the Five-Year Plan and there is renewed confidence in the association from our friends around the world.

15

Consumers have a growing voice in sales

By Jim Wherle, vice-president of CARE, the U.S.-based swapping and exchanging organisation.

He is also a professional social media exponent.

S

ocial media and the internet have changed the way resorts and consumers communicate and interact.

For the first time, the consumer has a voice that can be heard in real time anywhere in the world.

This was the message from Jim Wehrle.

“While it is a difficult time for everyone, TATOC and many other companies have still managed to grow. Much of this has been through the development of the internet which together with social media has changed everything we know,” he said.

Some resorts willingly participate and manage social communications with their customers and handle their reputations, he said. Others did so grudgingly and others nothing at all.

He acknowledged that the important thing about a problem is not its solution but the strength gained in finding it.

He told delegates: “Today’s resorts need at least a webpage, a blog and the ability to e-blast owners and guests with information, news, surveys and stories – it is not just about selling.”

Younger holidaymakers wanted to book on-line, in their own time, check out reviews through Facebook, complain about bad service and commend resorts when the experience went beyond what is expected. They wanted to use their smart phones to get instant news and responses to questions.

He believed that this is where the potential new market is – and resorts cannot shy away from social media.

Many resorts are missing out on engaging with owners and potential owners, talking up successes, getting out the good word and addressing issues when they arrive.

At his resort in Mexico, four team members are involved full time with social media.

They monitor all that is being said about

Finding solutions for mature resorts Practical and proven solutions for successful resort management were put forward by Christine Roberts, general manager at Melfort Village.

M

elfort Village began in 1983 and today comprises 32 cottages dotted around the estate. Many are renovated original buildings and 11 cottages were purpose built. The resort was fully sold out in 1995.

The resort offers owners and guests a wealth of amenities including fishing and family-based facilities, which encourages rentals from the younger market.

There are six committee members, two of whom are in their forties and they are looking for additional younger members to join.

“It can be very helpful when you encourage younger people on to the committee,” said Christine. “They

the group, the resort and the area; they handle communications, using positive communications for instant publicity and attending to complaints and issues quickly.

Such a proactive response lead to sales and happy customers who wanted to return and then share their experiences with other likeminded friends.

“We never delete a complaint that is made.

Instead we resolve it quickly and others see this activity. It builds engagement and credibility.

This form of reputation management - using the Internet and social media - was essential for all resorts as this is was where the potential new market is looking.”

Jim encouraged committees to spread the good word about their resorts, talk up the successes and confront and tackle problems when arose.

“We are in unchartered waters at the moment looking for solutions. Social media if managed correctly provides user generated, unsolicited content. Simply put this is unpaid publicity. All resorts should be using it.”

bring enthusiasm and much needed modern skills.”

Christine and her team have just finished a ten-year refurbishment programme which was based on the requirements of the owners.

“We asked the members what they wanted and the response was improvements to bathrooms, kitchens and family-orientated facilities.”

This policy has resulted in constructing play parks, games rooms, resort-wide Wi-Fi access, excursions and discounts – all aimed at making members want to maintain their ownership and return every year.

The refurbishment was funded by a set percentage taken from the annual maintenance fee. This annual contribution will be continuing as a form of sinking fund.

Christine is a believer in the power of social media and uses Twitter and Facebook to promote her rental weeks, which are particularly popular among the younger generation.

The rental programme was critical to the resort’s success. As a member of the Association of Scottish Self-Caterers, Melfort linked up with its on-line and social media activities.

“Using this channel we are able to advertise

Melfort Village

our rentals and short breaks to a much wider audience,” Christine explained.

In 2012, Melfort Village received TATOC Accreditation.

“This was very helpful for the committee. It gave us all focus and the opportunity to share our activities and plans with our owners.”

Currently the management and committee are working on an exit strategy for owners.

“We currently sell 40-60 weeks per year but this is not enough. There is a committee paper up for discussion at the moment but the final solution cannot cost a huge amount of money or jeopardise the resort for the remaining owners.”

At the moment Melfort Village owners pay a £5 levy to cover unpaid maintenance fees.

TATOC

16 Finding Solutions TATOC conference - March 8 -10th 2013

Having fun at the gala dinner on Saturday night TATOC’s Harry Taylor with DAE’s Francis Taylor and Ramy Filo

Cala Blanca’s Paul Van der Veken, Brunhilde Onink-Nijeh and Gisele Marien

Thurnham Hall’s Mike North with TATOC Pauline Bryers

TATOC’s Mark Caldicott

RCI’s Dimitris Manikis with Cala Del Mar’s Jack Malby

The DAE team; Mili Popova, Gareth Edwards, Oliver Green, Paula Vickers, Wendy Holey, Pat May and Francis Taylor

The Industry panel

TATOC

17 Finding Solutions TATOC conference - March 8 -10th 2013

Rajvinder Mattu, Confused About Timeshare’s Mark Bell and RCI’s Vicky Funnell

Kenmore Club’s Roy Dewar and Thurnham Hall’s Terry Ennis

Pine Lake’s Jan Tilley and Sid Jenkinson

TATOC member Dennis Corbett with Crown’s David Francis

Nexus’s Jerry Graber with CLG’s Stuart Lamont TATOC’s Harry Taylor with WWTH’s Phil Watson

RFS’ Jennie Thompson with Interval International’s Janice Anderson Pearne

Enjoying the hospitality at the Saturday gala dinner

18

RDO to tackle image of timeshare

T

he Resort Development Organisation (RDO) is to improve the legacy image of timeshare on-line and address the current problems facing the industry. So said Paul Gardner Bougaard, RDO chief executive.

This was an area the industry had been attempting to solve for many years but progress was finally now being made.

However, journalists were lazy and it is “not what is now but what was in the past” that made the news.

Using the services of Kwikchex, an on-line reputation management company, the RDO is improving the image of the industry and has enjoyed significant success with the BBC and YouTube.

“

The RDO, together with Kwikchex, was able to work with the BBC to reduce the slot from a hard-hitting thirty minutes to a 3-minute, softer piece. We have never been able to do this before.

”

“In a recent edition of the television programme Rip-Off Britain, the entire industry was being targeted – both the legitimate and the scammers.

By working with organisations like TATOC, there was now a push on ethical sales and a groundswell against Google for accepting advertising from scam companies like ITRA (International Timeshare Refund Action).

“We have a relationship that is unique to our industry where the trade and the consumer

Paul Gardner Bougaard

work together and this is the only way to tackle the issues.”

Paul told delegates that the RDO is the only trade association that has an enforcement arm in the form of Alberto Garcia and MindTimeshare.

This takes up 25 per cent of their income.

The RDO has identified three major targets – Club Class, ITRA and the Timeshare Consumer Association. Plans were in place to close these down and the RDO is working with teams in Madrid to look into these organisations.

In 2013, the RDO will be working with travel journalists, bloggers and supermarket magazines to focus on the timeshare holiday experience. They are talking with VisitEngland and VisitScotland and are active members of the TourismAlliance.

Engaging the senses Engaging the senses

An ageing ownership base and children who don’t want to An ageing ownership base and children who don’t want to take over timeshare weeks from their take over timeshare weeks from their parents. Sounds like the parents. Sounds like the situation facing many mature European resorts today? situation facing many mature European resorts today?

Rioma Cominelli

the income to upgrade their accommodation.

By making the product more attractive, demand has increased, management fees are paid and there is new blood as a younger market gets involved.

ccording to Club Leisure Group’s Rioma Cominelli, South Africa tackled these very same issues 15 years ago.

A

Today, timeshare clubs owns 54 per cent of South African stock. Despite this there is still fear among independent resorts that the clubs won’t pay fees and will eventually take over the resort.

The industry worked together to find a solution and developers realised they needed to transform their product and re-package it to make it more appealing to the marketplace.

The reality is very different according to Rioma.

“We compared timeshare to other holiday products and found they were more flexible, more affordable, offered more and guests were not locked in. We realised dramatic change was essential,” said Cominelli.

The result was the amazing growth of Clubs and points programmes. Developers added “bells and whistles” to their product, made finance available, absorbed unsold inventory and worked with the owners to give them what they wanted.

Over the following years there had been a massive surge in sales, abandoned weeks had been absorbed and, importantly, resorts have had

“The clubs have to pay the maintenance fees in order to survive – no fee, no access to the accommodation. And the clubs can support enhancements and drive additional rentals and min-breaks.”

Research undertaken in South Africa had come back with some hard home truths for many in the industry: • The way the guest feels is key to their opinion of the resort; • A well-run timeshare resort is no longer adequate; • The more senses that are engaged the better the rating; • Guest expectations are ever increasing; and • Guests want to have loads to do on-site.

“There is now a minimum service level expected by today’s guests,” Rioma told delegates. “Daily room service, beach towels, in room beverages, food deliveries, hairdryers, welcome and farewell parties are the very least that your resort should offer.”

While she conceded some of these solutions can cost money, many are either free or inexpensive and just require a change to the way the resort views its guests.

Her recommendations: • Focus on engagement; • Add new affordable experience • Add revenue-generating activities; and • Create resort brands individually.

“There are some simple steps that a resort can take to recover. Upgrade your accommodation and make it appeal to a younger market, repackage your unsold or abandoned weeks, encourage on-site sales and rentals and invite non-owners to your resorts,” Rioma concluded.

“They must keep their guests occupied, give them lots to do, find out who they are and give them what they want. Add four new signature events each season, measure their success, then adapt and change where necessary.”

19

Finding solutions together

T

he timeshare product has not kept up with the serviced apartment market.

Ramy Filo

This was the sobering message from Ramy Filo from Classic Holidays and Dial An Exchange.

“It’s not the way that it used to be,” said Ramy as he looked specifically at the Australian market. “There have been many changes in the holiday accommodation market and the question is has the timeshare product kept up?”

According to Ramy this is an opportunity and not a problem.

Ramy identified four areas resorts should focus on: retaining existing members, attracting new members, managing delinquent members and acting more proactively.

“In an age of cheap flights and readily available, affordable accommodation, resorts need to give members a full holiday experience and offer value,” Ramy explained.

Ramy provided delegates with a number of practical ideas such as constantly communicating with owners so they know about the holiday options available.

“Tell them about services that can improve their holiday experience such as websites like Skyscanner.”

Other suggestions included:

“The industry doesn’t have to compete with high-end accommodation. Instead, it can beat this competition by providing the best holiday experiences, managing the relationship with owners and providing added value.

• Offering ownership to existing members’ friends and family; • Offering membership to corporate suppliers for staff use;

Industry Question Time

DM: There is a fundamental change taking place in the industry. Hotel groups and brands have entered the market and there has been major rationalisation. In the U.S. vacation clubs are very successful but in Europe we are still looking for the next big thing.

?

This year’s industry panel took questions from the moderator Robin Mills and also from delegates.

The panel comprised: Ramy Filo (RF) – Classic Holidays Phil Watson (PW) – Worldwide Timeshare Hypermarket Rioma Cominelli (RC) – Rioma Cominelli Dimitris Manikis (DM) – RCI Europe Jim Wherle (JW) – CARE Harry Taylor (HT) - TATOC

Industry panel

Robin Mills: Is the industry in good health?

RF: Yes overall I think it is on a global basis but we can’t be complacent and need to review and change our business so that the products and the consumer fit together better.

JW: No, not really. We need to stand back and see where improvements can be made and look at it creatively. It is important that all aspects of the industry and the business work together to save the patient!

RC: No, I believe it is in the worst place it has ever been. But the good news is that the diagnoses have been made and the remedies found so we are at an important turning point.

Multi-site, quality accommodation and facilities - experience-focused - are the key points at the moment and the expertise needed to produce this in Europe is missing.

HT: If we were in retail we would be out of business. Developers and committees don’t know who their customers are and just sell and sell again to the same people. Developers need to define their market and find products that are right for them.

PW: Yes, I believe we are in good health overall. Developers still need to know what they are selling, determine their target market and go from there.

Jan Tilley (Pine Lake Resort): Timeshare was sold on the opportunity of the exchange experience but owners are still disappointed, as they don’t understand how exchange works. How can this be remedied?

RF: This is a fundamental issue as timeshare salesmen sell the dream but resorts are built in areas for domestic markets and not always in the iconic areas where owners want to go. This is always going to lead to disappointment.

RC: We need to educate and change the mindset of the owner. It is not a case anymore of buying a two-bedroom apartment, then opening the exchange directory and picking where you want to go. The vacation club concept has changed all that. Instead they are encouraged to browse and see what is available.

JW: Many resorts still seem to wash their hands after the sale and pass the problem on to RCI/ II/DAE.

• Investing in a professional sales team; • Partnering with an established club that can use the inventory; • Do not upgrade current members to new products; • Managing delinquent owners with a free transfer of ownership to friends or family; • Developing loyalty programmes such as Select, the seniors programme; • Reject rental pools on behalf of owners as they competed with our own activity; and • Stay in touch And these suggestions work in practice.

In 2012, Classic Holidays had 3,800 new enrolments – 95 per cent of which were to new owners.

Ramy told delegates that committees are the ultimate decision making entity. It is essential they have a five-year plan and they educate themselves and their staff.

“Educate yourself about the industry and then focus on problems, one at a time.”

Dennis Corbett (TATOC member): How do resorts compete against all-inclusive options which are more appealing to the younger generation?

RC: They have to get the whole holiday experience right – it is not just about offering an apartment with a pool anymore.

RF: The product has to fit the consumer.

Rosemary Ivory (ROC Pueblo Evita): The only people at the moment with income to spend seem to be the older market. Are we pricing ourselves out of appealing to the younger market?

RF: No, the younger market is used to credit.

It is getting the desire to buy and become members that is the issue.

JW: There is a resort in the Dominican Republic where every age is catered for – and they have 2,000 guests at any one time. All ages and levels are entertained. It is down to the experiences that you offer them – it is not just the room anymore. The younger market is not priced out.

DM: We have to approach this like BMW who sell cars depending on the age and status of their customers. Everyone is catered for in their range from the young to the mature. Resorts need to do the same.

Robin Mills: What is the one key thing that resorts should be doing now?

RF: Renovate – find the money and do it all professionally.

JW: Listen and respond to customers.

RC: Include TATOC in your business plan.

DM: Make sure the management fees keep coming in to build for the future.

HT: Owners’ committees must raise their profile, speak with their owners and listen to what they want.

PW: Work together.

20

TATOC: Our achievements to date

W

Geoff Chapman

e believe that timeshare when it is sold and managed well is a great product. The mission statement that we launched in 2008 has never changed and governs everything we do. So claimed board director Geoff Chapman.

Since the re-launch of the association in 2008, TATOC had met many of the objectives set out in the first Five-Year Plan: • There are now 90 member resort committees – an increase of 50 per cent in five years; • There are over 430 individual members and 26 affiliated companies; • There are 31 accredited resorts (achieved in three years) and five more are set to be accredited this year; • Re-sale accreditation has been launched with Worldwide Timeshare Hypermarket as the first success; • A code of conduct has been introduced for all affiliates and codes of practice for resorts and re-sale companies; • There is a Manchester head office, which is staffed throughout the week;

• The TATOC Consumer Helpline now receives over 45,000 calls and e-mails per year and has helped save or recover over £5 million; • A recent survey found that 99 per cent of users found the service of the helpline to be good or better than expected; • The TATOC website is receiving thousands of visitors every month and has become a useful resource for timeshare owners.

• There is a new ‘Harry’s blog’ on the site; • The Sharetime magazine is published four times a year and its success is growing with each issue; • The conference is now an important part of the annual industry calendar and delegate numbers are double what they were five years ago; • The European Directive has been implemented with TATOC actively involved; and • The logo has been trademarked in the U.K and Europe and will soon be in the U.S as well.

“The new Five-Year Plan has given the board renewed focus, vigour and determination and established a sound and balanced platform for the next five years.”

?

Chairs in the spotlight

In a ‘first’ for the TATOC conference, six current and past chairmen took questions from delegates about their experiences and how their resorts are tackling the challenges.

The panel comprised: James Philip Miller(JPM) – Barnsdale Country Club Jim Smith (JS) – Osborne Club Roger Goodwin (RG) – Viste Verde David Eastburn (DE) – Lakeview David Francis (DF) – Crown Resorts Harry Taylor (HT) – Royal Sunset Beach Club Robin Mills: How do you fund refurbishment?

RG: This is an issue for us as we operate as a trust and cannot get funding or borrow.

We are 50 per cent owned and rent out the remaining weeks. We are looking to change our standing and become a business which will make it easier for us to borrow money for refurbishment.

DF: We have never levied for refurbishment, although we did once for currency exchange fluctuations. We have a rolling refurbishment programme.

DM: We have a sinking fund and our focus as a limited company is to ensure the maintenance fees are paid.

Robin Mills: What is the main responsibility of the resort committee chairperson in 2013?

DE: The chairperson needs to know the team

and then listen and not dictate. A chairperson needs to be even-handed and never put his or her viewpoint ahead of others. They have to encourage younger people to join the board and have the bravery to replace the older ones.

HT: The chairperson must oversee a pro-active committee, which supports management and focuses on happy owners and on-going refurbishment. Communication is key to the role – pass information down the line.

JS: Every resort is different but a chairperson must preserve while also looking ahead. At our resort, age is an issue so we are considering changing the constitution to offer short ownership. We are looking at modernising the apartments and can do this because we are financially sound.

Robin Mills: What is your succession plan?

HT: I doubt many resorts have a succession plan but they should definitely have a disaster plan.

From the floor, Rosemary Ivory (ROC Pueblo Evita) said committees tend to be a bit of an old boys’ club and women are not encouraged to join even though they could make a difference.

DF: I dispute that, as two of our six committee members are women – although they are in their sixties.

RG: No, we are seeing changes as the children return to the resort.

Robin Mills: It is not just the board, which is an old boy’s club – it is the whole resort.

HT: With an average ownership length of 1518 years it is inevitable that the resorts

TATOC announces resort health check service A new TATOC health check service will be made available to all independent resorts.

Chief executive Harry Taylor said the free service will be provided to committeerun, mature resorts by a group of industry professionals. The body includes an accountant, solicitor, trustee and analyst.

The health check will look into every aspect of the current resort operation, provide a report on where the resort will be in 5-10 years’ time and suggests solutions.

“It is not just the industry that needs to sort itself out. Committees have to get their heads out of the sand and understand what their responsibilities are,” he said.

“The new health check service provides a free analysis and professional advice and we urge our member resorts to take up the offer.”

have become an old boys’ club and long-term committee members are re-elected time and again. This is not good for the resort.

Rioma Cominelli (Club Leisure Group): After attending the conference have the chairmen got their plans in place to proceed?

DF: We already have a five-year plan in place so with what we have learnt we will push the plan further. We already promote TATOC to our owners but we will now promote Sharetime as well. Our focus is on retaining members with a loyalty and rewards programme.

RG: We know that we have to refurbish or die.

JS: I will take back to the committee that resorts all have different issues but we need to recognise ours and turn it into an opportunity.

We must offer five- and ten-year programmes and refurbish in a style that will be appeal to younger people.

HT: We will take back the ideas that we have heard today. We are already responding to the needs of a younger generation with Wi-Fi and iPod players, for example.

DE: To communicate and listen to members – and to push Sharetime. We must encourage the youngsters to get involved and have a positive view for the future. We must be determined to keep the resort vibrant and ever-changing.

21

Resort chief warns of changes in the marketplace

AGM News

The consumer is not dead and still wants to holiday. This was the upbeat message from Alan Bentley of Diamond Resorts.

he TATOC Consumer Helpline has been separated from the main TATOC organisation and set up as a new company limited by guarantee.

H

e referred to 2008 as an uncertain time for all corporations who were concerned about funding.

“Cash was king and everyone looked at their liquidity. If you had this you could survive.”

Alan Bentley

Despite the economic challenges, there had been a constant demand for holidays from owners. Timeshare had not suffered the downturn in occupancy levels that other hospitality options had experienced.

Bentley confirmed that, despite the downturn, Diamond Resorts enjoyed record sales levels in 2012 and this looked set to continue in 2013.

He explained that while there is still demand for holidays, the marketplace is evolving.

Consumers in South America and Asia are driving demand; holidaymakers are taking shorter trips but spending more and there is a greater demand for service and flexibility.

There are also regional differences in the product being sold with in- perpetuity points sold in the U.S. while Europe is leading the way with shorter-term products.

“There has also been an increase in booking alternative accommodation other than resorts and the new contract with Puma provides accommodation for the U.S. market looking to

Reeling in the rogues

T

he TATOC Consumer Helpline received over 45,000 calls and emails in the past year – an average of 30 contacts per day. So reported helpline manager, Mark Caldicott.

Consumers called for advice and information on timeshare re-sales, legal firms, sales and marketing, exchange and timeshare resorts.

“Companies undertaking cold calling are identified, verified and added to a monthly list which is issued every month on the TATOC website,” he said.

Today the Helpline works with a number of agencies and bodies to help consumers and target scammers.

The Office of Fair Trading, the police, Citizens Advice Bureau, Department of Business, Innovation and Skills, Trading Standards and Consumer Direct all contact TATOC as a source of information.

visit the U.K. and Europe.”

Looking to the future Bentley said he believed there would be some major changes to the competitive landscape.

Referring to Diamond’s recent purchase of Aegean Blue, Tempus Resorts and Pacific Monarch, he told delegates that resort consolidation would be a feature of the industry as the bigger players bought the smaller, struggling groups.

“These middle market resort groups struggled because they were squeezed by financing and their cost structures. Many of the resorts were distressed and badly maintained.”

There was no sinking fund to implement upgrades, they had not handled their bad debts properly and there was no investment in technology.

“However, it is not easy integrate as the cultures are different with various products from weeks to points.”

Ultimately timeshare owners realised the benefits of their resort being bought by a larger concern: increased travel options, access to technology and updated resorts.

“To make it work, DRI has six holiday collections. It is the only way to make different structures and products work together. Even then, it takes about two year to fully integrate.”

New set-up for the Helpline

T

The aim of the move is to assist in the association’s objective to achieve charitable status for the helpline.

Goodbye, farewell and hello

I

t was with sadness that the TATOC board bade farewell to long-standing members David Eastburn and Jan Tilley.

In line with the new rules for TATOC directors, they both had to stand down from the board.

“David and Jan have been superb members of the TATOC board and have helped guide the association to where it is today. We are truly grateful for all their support, hard work and dedication to the cause,” said Harry Taylor.

Replacing David and Jan, the attendees voted Emily Collins to the board. Emily, who has been a co-opted director for nearly a year, works with the TATOC team handing the association’s communications, websites and magazine.

She is a member at Loch Rannoch.

In the six months leading up to the conference, Caldicott told delegates that £418,789 had been reported as lost to scammers by callers to the Helpline.

The vast majority of this amount was paid to re-sale companies who were not following the latest European Directive.

“We have a number of guides to help consumers get their money back especially if they paid by credit or debit card. The good news is that, by following our advice, 82 per cent (£345,295) should be reclaimed back from the banks,” he said.

All committee members were urged to spread this warning to their owners: don’t deal with cold callers.

“By working together we can get the message out there so please add this to your newsletters, websites and other communications with your owners. Five little words can make a huge difference.”

Mark Caldicott

AROMA,

A Concept That Evolved Out Of Change

The Club Leisure Group is proud to announce that their latest product, AROMA, will be made available to interested parties in the field of sales.

Already masters in the realm of timeshare and points club products, the Club Leisure Group felt that although timeshare was the best method of pegging holiday costs over the past 30 years, flexibility has become limited, even with the advent of the exchange organisations. It was evident that a new product presence was needed which had all the positive attributes of timeshare but none of the negatives. This led to the formation of AROMA in December 2010.

AROMA falls within the sphere of the timeshare industry but it is not timesharing in the true sense. AROMA members receive certain rights that enable them to holiday in many destinations throughout the world. Members of the club do not acquire individual timeshare weeks but purchase holiday points. Although this may seem very similar to other points schemes, the four distinctive selling points of AROMA ensure that the product practically sells itself: • With AROMA, members enjoy more than one free exchange.

• AROMA is EU compliant.

• All approved marketers have access to credit card facilities and consumer finance.

• AROMA is the ideal exit point for timeshare owners who have grown weary of their timeshare product.

AROMA has a unique facility allowing timeshare owners to trade in their timeshare in 40 Perspective Magazine Europe July-September 2012

the name of the club for points to the value of the week - a useful option as needs change.

For example, a young, newly married couple bought an out-of-season studio week at a cost of possibly £5 000, while a family man acquired a large, three bedroom unit in peak season at a cost of £30 000. Ten years later, the couple now has three children and the other family’s children have all left home.

Ideally, the two families now need to swap weeks with each other.

With AROMA, the family with a studio unit would be allocated points amounting to the current market value of their unit and they could purchase additional points which would be added to their trade-in, enabling them to holiday during school holiday periods. The couple with the three-bedroom unit would have a large number of points, enabling them to take four or five out-of-season holiday weeks. Alternatively, they could cede points to their children or surrender surplus points back to the club.

In February 2011, a new directive in respect of timeshare and long term holiday products came into force around Europe. This directive has been welcomed by AROMA as it finally allows for a level playing field within the industry.

Sales have slowed down considerably as many entities struggle to adapt, however AROMA believes that this legislation is exactly what was needed in the industry and has always been a firm supporter of considerable consumer protection. Thus, AROMA finds itself in a strong position to become the Club of our time. The industry is moving more and more towards the points system and the majority of the sales within the timeshare industry are on a points basis. Club Leisure Group, pioneer of the points system, has shown phenomenal

growth over the last 25 years and introduced many exceptionally well-received products.

The AROMA system is the most flexible holiday option available and allows members to holiday anywhere and anytime, in any size unit.

Each week of holiday accommodation is valued on a points basis - from week 1 to week 52 throughout the year, resort by resort.

The number of points required for each week depends on the time of the year, the quality of the resort and the number of bedrooms per unit. No restriction is placed on the number of points the member may acquire and the member may purchase additional points at any time. The asset made up of holiday accommodation owned by the club represents the total of the members’ points in the club.

Once the member has been allocated points he can book a holiday. AROMA’s policy has been to acquire holiday properties during sought after holiday periods and a high percentage of the points held are in peak periods.

The system can easily be compared with that of a bank, where you deposit money into an account and it continues to grow until you withdraw it, as and when you need to and however much you need.

Each year you are re-credited with the number of points that you have acquired.

The points are held to the credit of the member’s account and can be accumulated for up to three years. At any time the member can make a reservation and his account will be debited with the number of points required for the particular unit in the particular resort of his choice.

For convenience and flexibility, AROMA has no equal in the international market.

24

SHARETIME

TATOC launches Ambassador programme To achieve the aims and objectives of the new Five-Year Plan, TATOC has appointed Ambassadors to spread the message about its activities to a wider audience .

European consumer associations.

It is believed that the ambassador programme will prove the most effective, efficient and resourceful way to achieve these aims.

T

ATOC has launched an ambassador programme and Mike Ashton (of Merlin Software) has been appointed chief ambassador.

The TATOC ambassador programme has been developed to allow trusted, knowledgeable and industry-experienced professionals assist with the promotion of the TATOC brand, services and activities to the wider timeshare environment in the most cost effective and efficient manner possible.

The programme will play an important part in achieving the updated TATOC Five-Year Plan.

In the plan, TATOC aims to: • Be recognised as the largest independent representative body for timeshare consumers in Europe and the first point of reference for all those seeking information or assistance.

It is accepted by the TATOC board that the association must work with the legitimate industry.

As such ambassadors have been chosen from all areas including service provision, resort operations, consumer services, owner committee and exchange. They cover the U.K., Canary Islands and the U.S.A. Ambassadors are expected to have a wide knowledge of the timeshare industry and experience as a committee chairman, long-term owner or industry professional. They need to have a broad network of timeshare or industryrelevant contacts and access to decision makers.

More importantly they need to have a positive view of the industry and a wish to ensure that owners continue to receive the very best timeshare holidays.

• Achieve greater legitimacy worldwide through increasing membership of elected resort committees and individual timeshare owners.

Harry Taylor explained: “For the ambassador programme to be a success we looked for experienced, knowledgeable professionals who regularly meet with other professionals and resort representatives.

• Maintain and grow the TATOC Consumer Helpline’s reputation for being professional, well informed, unbiased and beneficial.

“The objective for the ambassadors is to promote TATOC, recruit new member resorts and affiliates and share all that TATOC does and plans to do.”

• Continue the fair unit-based membership fee for member resorts while encouraging contributions to fund the helpline.

• Acknowledge industry best practice and excellent consumer service through TATOC affiliation and accepting full compliance to the TATOC code of conduct and relevant code of practice.

• Increase the number of accredited resorts and expand the accreditation programme.

• Work with everyone involved in the industry to establish procedures enabling existing timeshare owners to dispose of their weeks without prejudicing the interests of other owners.

• Increase membership by resorts where the principal ownership is not strongly U.K.based and establishing relationships with other

The ambassador programme, under the guidance of Harry Taylor and managed by Mike Ashton, will allow the association to increase its presence and its status without greatly increasing costs.

Mike Ashton said: “It is a very exciting time for the association and I am looking forward to spreading the message that TATOC is the first point of reference for everything relating to the needs of today’s timeshare owners.”

With the ambassador programme, TATOC’s limited funds can be used more effectively while the brand is promoted around the world at conferences, industry events and meetings occasions that the association may simply not have access.

Additional representation on the ground will also mean that TATOC can build on its relationships with current members while encouraging new resorts into membership with a range of meaningful membership benefits and bespoke services.

Harry Taylor added: “Mike is a well known professional with a wide network of contacts across the world. TATOC. We will be adding to the programme over the next few months with ambassadors in key areas including the U.S., Canary Islands and mainland Spain.”

TATOC and its ambassadors are here to help and support resorts. If you would like to meet with your local ambassador or would like them to attend your next committee or AGM, please contact Mike Ashton on Michael.ashton@tatoc.co.uk

ISSUE 14 | Summer 2013

Meet the Ambassadors Lisa Ann Schreier Lisa Ann Schreier, known as The Timeshare Crusader, is the founder of Timeshare Insights, a consumer consulting company serving owners and those who attend timeshare presentations.

Schreier has over seven years’ experience in the industry and is the author of two best-selling books on timeshare. Her next book will take into account the challenges affecting timeshare owners worldwide.

Mike Ashton Chief Ambassador

Mike is director of business development for Merlin Software for Vacation Ownership.

Mike has over 17 years’ experience in the industry working with major developers in a sales capacity. He has a deep working knowledge of timeshare products and marketing and sales methods and is a regular attendee and speaker at industry conferences.

Speaking about his new role, Mike said: “The aim of the programme is to encourage resorts to become members.

“I hope to enhance the membership package over the next few months, speak with all our members and show just what TATOC can do for them.”

for the hotel operations of Diamond Resorts in the Canary Islands.

Today, Pat takes an active role in local business issues and with more than 20 years industry knowledge, Pat believes the ambassador programme is a great opportunity to help and promote TATOC.

George Stewart George is both an owner and a director on the board at Stouts Hill and also owns timeshare in Madeira.

He was co-opted in 2006 and a year later he joined the board as a full director with responsibility for business development and amenities.

Pat May

Short-term, small-scale timeshare ownership is an area George is particularly interested in and he is engaging in informal partnerships with other resorts to develop exchange opportunities.

Pat is business development manager for Dial An Exchange covering the Canary Islands, Spain and Portugal.

He is also currently investigating the potential of an exit strategy for owners which would be beneficial to some owners without being detrimental to the resort in general.

Pat’s first timeshare experience was with RCI in the Canary Islands when the first office was being set up. This was in the heyday of the timeshare industry and a fantastic base to get to know the new properties and many interesting characters.

After leaving RCI, Pat worked as area manager

Lisa is also the architect of International Timeshare Appreciation Day which gives timeshare owners and industry professionals a global platform to spread good news about timeshare.

“I’m thrilled to be working with everyone at TATOC as their U.S. Ambassador. TATOC continues to do great work and provides wonderful resources to timeshare owners.”

Katrina Pascazio Katrina has spent the last 15 years working onsite at timeshare resorts and is now operations manager for seasonal ownership at Cameron House and The Carrick resorts on Loch Lomond.

As a TATOC accredited resort, an RCI Gold Crown and Visit Scotland 5-star property, Katrina’s focus and responsibility is maintaining high standards at all times.

“When I received word I had been accepted as an ambassador I was absolutely delighted,” she says.

“TATOC is a great asset, not only to all owners but also to those who work within the industry.

I look forward to working closely with Mike and the other ambassadors and hope I can bring my knowledge and expertise to the role.”

You can find out more about our Ambassadors on the TATOC website.

25

ISSUE 14 | Summer 2013

Silverpoint welcomes new chief executive

Interval announces Italian affiliation

S

ilverpoint Vacations has announced the appointment of former RCI executive, Diana Aitchison, as the company’s chief operating officer.

An industry veteran, Diana brings over 20 years experience to the role, which will be integral to the company’s growth and expansion strategy.

I

nterval International has affiliated the vacation ownership units at the Hotel Club Residence La Castellana, in Calabria, Italy.

Silverpoint resort at Hollywood Mirage

Silverpoint has an exciting schedule for the opening of multiple new sales centres in Europe with four opening within the coming few months.

Diana says she is extremely excited about the opportunity and the challenges of working with a company that is moving forward and developing in new areas. There are great strategies in place and lots of plans for expansion.

Silverpoint at Palm Beach Club

Formally the director of resort services for RCI, Diana has spent the last decade working on a variety of challenging projects as group managing director for Nexus Leisure.

Mark Cushway, Silverpoint CEO, said of the appointment: “We are absolutely delighted to welcome Diana to Silverpoint and we are excited about the positive effect she will have on the company’s plans for expansion.

“New and talented employees – from the board of directors through to the backroom administration staff – are vital to Silverpoint’s growth. We are keen to hear from anyone who feels they have something to offer this company as we move forward to higher levels of success.”

Her new role entails all new project management, along with management of any project of change within Silverpoint Leisure.

It also includes the management of Silverpoint Vacations’ interactions with club management and club committees as well as oversight of human resources, processes, accounting and financial processes.

Silverpoint is committed to providing the very best leisure products through a genuine regard for the consumer and the very highest levels of service.

These goals are achieved through the forceful application of the group’s mantra, three aspects that combine to ensure the excellence of any Silverpoint product - incredible people working in incredible places providing our clients with incredible journeys.

Silverpoint’s employees, customers and management are the incredible people who make Silverpoint the leading brand it is today.

RCI celebrates 35 new affiliated resorts

The resort boasts its own stretch of beach and guests can relax by the infinity pool or enjoy one of many available spa treatments.

RCI added 35 new properties to its global network in the first quarter of 2013. They join the more than 4,000 affiliated resorts in the RCI’s network.

Another new resort destination is Dom Pedro Laguna Beach Villas & Golf Resort, a five-star hotel in Brazil that is part of the luxury ecoresort Aquiraz Riviera.

“These quality affiliations add even more flexibility and choice for our members with new resort options in amazing destinations all over the world, including some great resorts in Thailand, Brazil, Spain and Las Vegas,” said Gordon Gurnik, RCI president.

One of the newest additions in Asia is the Tides Boutique Spa Resort, Samui, Thailand.

The resort, located in the ‘toe’ of Italy’s ‘boot’, is set on a promontory overlooking the Tyrrhenian coast two miles from the historic centre of Belvedere.

“La Castellana captures the beauty, history, and charm of the less developed Calabria region in southern Italy,” said Darren Ettridge, Interval’s senior vice president.

The timeshare units are part of a larger complex that includes a 68-room hotel and 160 apartments.

During the summer season, Hotel Club Residence La Castellana offers guests a wide variety of on-site amenities.

In addition to three large swimming pools, tennis courts, and volleyball, there are three restaurants, two bars, a gym, spa and shopping bazaar.

A half-mile away, the resort has a privately equipped beach offering a choice of water sports, a restaurant with bar, swimming pool, and live entertainment at the seaside amphitheatre.

“We are excited about venturing into timeshare with these first units and we expect to add more for our Italian market,” said Roberto Torri, managing director of Eidos.

Tides Boutique Spa Resort

The private and relaxing resort has both golf and beach options offering access to the Ocean Golf Course, swimming pools next to the beach, fitness facilities, spa treatments, tennis and volleyball courts, and much more.

Holidaymakers can relax by the heated swimming pools, where a sparkling waterfall flows past surrounding sunbathing terraces.

Royal Sun Resort is a new RCI-affiliated resort in Tenerife. Set on a high cliff, the resort offers views of both the village and the sea.

The resort also boasts squash courts, a whirlpool hot tub, a fitness center, a playground and game rooms. Evening entertainment is available.

27

28

SHARETIME

RCI reveals monogamy trend in holiday choices

B

rits are officially creatures of habit.

According to a survey released by RCI over a half (57 per cent) of Brits have returned to the same destination, hotel or resort on holiday three or more times and more than 80 per cent have returned to the same resort/destination at least once.

Confirming that people like to know what to expect when it comes to their holidays, over a third (36 per cent) of Brits have returned to the same holiday resort four times or more and, 13 per cent of respondents said they had returned to the same resort at least five times.

The main reason cited for returning to the same resort was that they had a good time there so they simply went back to have the same holiday (60 per cent).

Other reasons people stated were that they felt it met all their criteria (39 per cent) and nearly a third (31 per cent) said they didn’t see a need to go elsewhere if they had already found somewhere they liked.

New focus on exchange quality

D

ial An Exchange (DAE) is enlisting the experience and opinions of its members as it continues to focus on providing quality holidays.

As part of its checks and balances procedures, DAE is using its own customers’ feedback to ensure high standards and quality are maintained.

After returning from their holiday, each member is encouraged to write a review of the resort they’ve visited. These reviews are then displayed to all other members on the DAE website.

Other members can read the first-hand feedback of each resort before choosing to book a holiday themselves.

Oliver Green, DAE managing director Europe, said: “We work closely together with resorts to build on the wealth of positive reviews received, but also importantly to address any negative feedback.

Respondents also stated they went back to the same place because they liked familiarity (21 per cent) or they found it less stressful knowing exactly what to expect (18 per cent).

In terms of regional habits, people in the North East are most likely to repeat a holiday with 45 per cent saying they have been on the same holiday four times or more. This compares with Northern Ireland which had only 25 per cent saying they had gone back to the same resort four times or more.

With over a third of people (36 per cent) now taking fewer holidays than normal, it seems holidaymakers want to remove the risk of having a disappointing break. Returning to somewhere they have been before and enjoyed seems to have been given higher priority than having different experiences.

Sean Lowe, managing director of RCI commented: “We commissioned the research to gain insight into people’s holiday habits and what is important is guaranteeing they have a good time.

“Over a third (35 per cent) of the people we surveyed who ‘repeat holiday’, said they would actually try a different holiday if they knew they would get a similar experience.”

Other holiday habits: • ‘Familiar fun’ – nearly a third (31 per cent) of people tended to do the same activities on their repeat holiday • ‘Meal monogamy’ – four in ten (40 per cent) said they went back to the same place to eat/ drink with eight per cent saying they ordered the same meals • ‘Bay Watch’ – one in twenty (five per cent) said they actually wait and then take the first opportunity to get their usual spot on the beach or by the pool.

“While travelling and trying different experiences has its own advantages, it’s apparent that ensuring a consistent quality and knowing what you’re buying is important to many which is why timeshare holidays and holiday exchange have remained popular.

“If we receive even one negative review, we ask the resort why this might have happened, and what they aim to do to rectify it.

“If we receive a second review highlighting the same issue, we will make sure that the resort acts swiftly to address any problems, and if we receive a third negative review on the same theme, we will withdraw our exchange services for that resort until they are able to demonstrate that the issues have been resolved.

“Thankfully, this is rare, but something we feel is essential in order to maintain a high quality threshold, and to ensure that our members enjoy the best possible exchange holidays.

“Happily, most resorts work to a very high standard, however there is still a variation of quality from resort to resort and country to country. A rustic French gîte in the countryside will obviously be of a completely different standard to a luxury condominium in Florida.”

European expansion set for DAE

D

ial An Exchange (DAE) has teamed up with scores of additional holiday resorts to bring greater choice and variety to members.

The agreements mean that some of the most popular holiday ownership resorts will now be available for exchange in Dial An Exchange’s resort portfolio.

This includes destinations such as Venice and Sicily, in Italy, and Lesbos, in Greece.

Oliver Green, DAE managing director for Europe, said: “We have signed participation agreements with resorts all over Europe. From the traditional hot spots to the more up and coming destinations, we’re offering ever-greater holiday opportunities. We’re able to provide it all.

“These participation agreements are great news for DAE members and resorts. Meanwhile, shared ownership in general will benefit from having thriving resorts.”

ISSUE 14 | Summer 2013

Timeshare contracts debated in Parliament In-perpetuity timeshare contracts that tie in owners ‘forever’ have been heavily criticised in the House of Commons

F

iona O’Donnell, Labour M.P. for East Lothian recently raised a question in the House of Commons about in perpetuity contracts after a campaign by The Sunday Post newspaper highlighted the issue.

While the policy makers had recognised a need to reform the timeshare market, they did not address in-perpetuity contracts, which continue to affect countless timeshare owners.

She added that it might also be relevant for the OFT to investigate under the Unfair Terms in Consumer Contracts Regulations 1999.

At the time, a luxury holiday for life, which could be passed down to one’s children, was considered an attractive benefit of timeshare ownership.

Many timeshare owners signed in-perpetuity contracts which locked them in to ownership for life believing it would bring holiday security and certainty. It also required them to pay an annual maintenance fee.

These contracts extended the right to use the property beyond the owner’s death and on to their heirs – typically their children.

Ms O’Donnell explained that the only way for these owners to “escape” their timeshare was to

Replying, Jo Swison, Parliamentary UnderSecretary of State for Business, Innovation and Skills, recognised that many consumers are experiencing real problems.

Ms Swinson acknowledged that, historically, many companies in the sector had “behaved abominably”, pressurising people to buy products that they did not really want or even understand. That had left a legacy of difficult issues for some timeshare owners.

She added, however, that it was important to see the position in a balanced way.

Many thousands of timeshare owners “are very happy” with the product and, when properly sold and constructed, the timeshare in itself need not be problematic and could be enjoyed by many people.

Ms O’Donnell explained that the only way for these owners to “escape” their timeshare was to sell, but there was little demand for second-hand timeshares, and many owners had been forced to use “unscrupulous” middlemen to find a buyer. sell, but there was little demand for second-hand timeshares, and many owners had been forced to use “unscrupulous” middlemen to find a buyer.

The European timeshare directive, which came into force in February 2011, had done much to enhance consumer rights for those buying timeshare today.

Meanwhile, issues such as termination of contracts and inheritance of rights and obligations remained regulated by national laws of European Union member states.

With the E.U. Commission reviewing the application of the directive in 2014, Ms O’Donnell asked if this might be an opportunity to extend the remit of the regulations.

“That might not be difficult for popular weeks, such as in the school holidays, but it can present difficulties for less attractive contracts.”

Ms Swinson explained to the House the activities of TATOC.

The newspaper had reported on a number of cases where timeshare owners were tied into their ownership but could no longer afford the annual maintenance fees or enjoy their ownership due to changes in circumstances.

Ms O’Donnell acknowledged there were over 500,000 timeshare owners in the U.K., many of whom bought during the boom years of the ‘80’s and ‘90’s.

“If individual owners rescind the contracts without them being sold to somebody else, the members who remain generally have to bear the increased costs and the burden of the lost revenues unless a new owner can be found.

Ms Swinson added: “When in-perpetuity contracts were entered into, for many people, the idea of passing on the timeshare to family members was quite attractive but, with the elapsing of time, some consumers no longer wish to be involved in those contracts.”

She added that finding a perfect solution was not easy.

“What might be the perfect solution for an individual timeshare owner who is stuck with a contract that they do not want, might have knock-on effects for people who own the other weeks of the year of the timeshare, or other properties in the resort.

“There is a body representing the interests of timeshare owners and owners’ committees which also says it is ready to assist and advise timeshare owners in difficulty who want to get rid of their timeshare contract: the Timeshare Association, also known as TATOC. “It publishes a broad range of consumer guides, including one on timeshare disposal. It says that it is happy to engage with individuals to discuss their particular problems, and it has a track record of working with resort owners and managers to try to resolve some of the difficult issues.”

She added that sensitive negotiations to resolve issues take place through organisations including TATOC, as competing interests are involved.

Looking to the current day, Ms Swinson told MPs that the implementation of the European directive had been generally recognised as a success.

Complaints about timeshare sales had decreased markedly and there was far more robust protection for consumers in the sector than ever before. The new regime seems to be in the main robust enough to ensure that issues such as in-perpetuity contracts should not arise in the future.

She acknowledged that there might be no easy answers for those with timeshare contracts— agreed a long time ago— who have now discovered that provisions that did not seem to have significant consequences at the time “are now a significant burden and a worry.”

She urged those affected to continue to engage with the contracting parties and associations that might be able to help.

Commending Ms O’Donnell for raising the issue, Ms Swinson added: “I am sure that the resort owners and companies involved in timeshare contracts will be following proceedings in the House with great interest.”

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Exchange your way to...

Award winning customer service

“I am so pleased we chose your company to manage our exchanges etc. The high level of customer services alone has been first class.

You have a customer for life with us.”

Andy Makin

“Just want to say a ‘VERY BIG THANK YOU’ for your help in arranging Silver Sands accommodation for my family to celebrate my 70th Birthday in Australia.”

Yvonne Jones

“I have been involved in timeshare for a number of years and I have to say occasionally I have come across some companies in the industry that deliver excellent customer service. I am delighted to say I consider Dial An Exchange to be one of them.”

Gary Taylor

“We have just returned from our holiday of a lifetime…

Thanks again for all your help” Linda and Tom Knapp

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Tel: +44 (0)1756 74 99 66 info@dialanexchange.com www.dialanexchange.com UK | Germany | Italy | Bulgaria | Egypt | USA | Australia | New Zealand | South Africa | Thailand | India | China

ISSUE 14 | Summer 2013

Why I love my timeshare Sharetime magazine spoke with Mary Wilkinson, a CLC World Resorts & Hotels member since 1998 Mary said: “I very much enjoy making the system work for me and in 2012 I had the time to take up all the fantastic offers that were available for Kusadasi and Encantada and to use my ownership to the max. And now my partner Malcolm and I are homeowners as well as points users.

M

ary Wilkinson may have had to take early retirement due to ill health but that has not stopped her from using her timeshare membership and great special offers to notch up a stunning number of holidays during 2012.

And to add to the exciting mix Mary, who became a fixed week timeshare owner in 1998, before joining the company’s points based Vacation Club, is now also the proud owner of a resort based property at Kusadasi Golf and Spa Resort in Turkey.

During 2012 Mary clocked up: long stay holidays at Encantada Resort, in Kissimmee, Florida; seven weeks in total during AprilJune and September-October at Kusadasi; two stays at Monterey resort in Tenerife, as well as booking a Disney Cruise through CLC World Travel.

Survey confirms owners are happy

T

he majority of timeshare owners remain happy with their purchase a decade or more after making the investment.

“We love our place in Kusadasi and have already made so many good friends. It’s like a home from home and I can’t wait to go back. The resort is new and I have been hugely impressed by how responsive the company has been in listening to suggestions and comments from the owners. It’s a beautiful looking resort with spectacular views and it’s great that we are all going forward together in such a positive manner.”

“We use our membership to go to Monterey resort in Tenerife virtually every year, usually for a fortnight, and we spent the end of 2012 on the island soaking up the winter sunshine. It was wonderful during the year to be able to take full advantage of the fantastic opportunities that membership provides, for much needed rest and relaxation and to get back to full health.”

The couple returned from their winter break in time to pack for their next trip of a lifetime – a 90-day cruise taking in Asia. After this, they headed to Kusadasi for a long spring holiday.

The study concludes that 86 per cent of timeshare buyers are happy with their investment after ten or more years.

“For many years, timeshares have been considered a bad investment and sales have been associated with bad practices,” according to Travel & Leisure’s managing director Maria Mills-Farinas.

Other findings contained in the study include the percentage of buyers who used the services of a timeshare re-sale agent (80 per cent), and of buyers who made full use of their timeshare,

“Most of the time we all have to build our holidays around work so it has been a bit of a luxury to be able to use so many great offers.

We get advice from the team that help you book, they are always very helpful about how to make the most of your holidays.

Mary was delighted to report that her latest medical showed her on the mend and moving on. One thing is certain – she will be making sure she explores all her available holiday options as an owner and member.

Timeshare sales are on the rise as buyers in a new economy are learning more about the advantages of timeshare ownership, information that has increased value within the vacation industry as a whole.

As a growing number of people invest in timeshares, positive testimonials have proven to be the top factor in increased sales. The public’s perception of timeshare ownership is finally changing for the better.

Survey results show a 65 per cent satisfaction rate among timeshare sellers.

They plan to return later in the year to Monterey, too, which they also regard as a home from home, and are already booking their Costa del Sol break for 2014!

using it consistently and rarely missing their allocation (70 per cent).

International timeshare re-sale firm Travel & Leisure Group makes this conclusion from the results of a comprehensive study of satisfaction levels by the Resort Development Organisation.

The survey categorised respondents into one of three groups: buyers, sellers and renters.

Utilising their responses helped determine the degree of satisfaction for each category.

Kusadasi Golf & Spa

”Now that perception has been turned on its head as potential purchasers — many of whom may have previously been hesitant—buy timeshare and become enthusiastic timeshare owners and users.”

Improved perceptions also have a carry-over effect for those in the industry who sell timeshare with many re-sale brokers reporting increased sales.

The study also revealed a growing popularity for purchasing “vacation club” memberships, which give the buyer the flexibility and freedom to enjoy a wide range of holidays and locations.

No longer limited to the same week in the same accommodation at the same resort year after year, the vacation club membership provides increased flexibility.

Combined with the ability to rent timeshare accommodations to get the most out of an unused unit, this trend is proving extremely popular with a new generation of timeshare buyers, one that is predicted to experience continued growth.

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SHARETIME

Aunty Betty talks cold calling ….brrrrrr As TATOC focuses on cold calling this summer, Aunty Betty talks about the perils of receiving unwanted telephone calls

I

t just so happened that during last winter’s bad snow I managed to go shopping.

I was dressed like an Antarctic explorer with a furry hat, scarf, gloves and one of those padded jackets that make your arms stick out and is impossible to move in.

I had just returned and was looking at the puddle of melted snow on the Axminster when the phone went.

Now I know what you are going to say - leave it they will ring back if it is urgent.

But no, Aunty Betty has an automatic reaction to the sound of the phone - she has to answer it. I was expecting a call from my nephew Jack in Canada so with snow boots still on and shopping bag in hand, I rushed into the kitchen.

As I fought with my gloves, which seemed glued to my hands, and with wet footprints behind me, I struggled to get to the phone. Still the phone kept ringing and ringing and I dived to answer.

“Hello Jack sorry I took so long to answer but it has been snowing and I have just got back from shopping. How is everything?”

I then realised that it was not Jack as expected but that this caller not only knew my name but also that I had a timeshare and assumed that I wanted to sell it.

The last thing I wanted at that moment was to speak to a stranger so I said the usual - not today thank you and hung up.

Or rather slammed down the phone.

Once I had calmed down and made myself a cup of tea, I thought about the call and wondered how this person knew my name and how did he get that information?

“

Did he get it from the club or my exchange company? If not, where did he get my personal details?

• • • • • • •

Keep your name off sales call lists; Set up call barring for international calls; Set up a call blocking service for a fee; Report all cold callers to OFCOM; Never give your details over the phone; Never be bullied or intimidated; Report it to TATOC on 0845 230 2430

It appears this activity is called “cold calling” which was rather apt at the time – and it usually happens in the late afternoon and evening when you are about to settle back and watch the TV. But that still did not answer the first question.

While I now know how to stop the calls, how did they get the information in the first place?

I picked up the phone again and, as our phone is not one of these modern ones with a caller screen, I dialed 1471 to see who had called. The number had been withheld.

Well it appears that even though we have the Data Protection Act, lists of people are still sold to companies. Of course there is a legitimate and regulated data industry but there is something that we have overlooked.

But now Aunty Betty was on the case. I rang the telephone operator and asked if there was anything that could be done. She asked if I was registered with the Telephone Preference Service or TPS – and there is a similar one for junk mail (MPS).

People - the salesman who got the sack or the disgruntled employee who before computer security printed off ownership lists - took these to their next employer or even sold them. And the Internet makes this even easier.

It seems that there is quite a lot you can do to stop these people and so here is Aunty Betty’s guide to NCA (Nuisance Callers Anonymous).

And that is probably how he rang - and he was right about the name and being timeshare owners. But he was wrong about timeshare weeks and wanting to sell.

”

The voice on the phone interrupted: “Is that Mrs Brown? Sorry to bother you - have you got • Register with the Telephone Preference a few moments? Its YouSimple, own a Buy, timeshare thatadvert 210x148.5mm Sell, is Rent v4(O).pdf 1 10/12/2012 16:29Service; • Go ex-directory; ItsAre Simple, Buy, Sell,in Rent advert 1 10/12/2012 16:29 right? you interested selling it as210x148.5mm we can v4(O).pdf • Use 1471 to ring back and get the company name; get a very good price for yours.

“

32

The weeks he spoke about were sold ten years ago when we upgraded – that is how old this data is. So who has the last laugh?