Transactions worse than most predicted.
The article focuses on the decline of hotel transaction volume, especially in the luxury segment, in the U.S. in 2008. Art Adler, chief executive officer (CEO) of Jones Lang LaSalle Hotels, reveals that their total transaction volume for the first nine months of the year was $7.2 billion compared to $36 billion in 2007. Daniel Beider, managing director of Paramount Lodging Advisors, explains that the decline is caused by the drop in portfolio sales and the decrease in taking real estate investment trusts private. According to the author, brokers in the country are hopeful that the industry could improve their performance at the end of the year.
Hanna, E. (2008, October 20). Transactions worse than most predicted. Hotel & Motel Management, 223(18), 22-22. Retrieved October 17, 2008, from Hospitality & Tourism Complete database.
Mostrando entradas con la etiqueta EBSCO hospitality and tourism complete. Mostrar todas las entradas
Mostrando entradas con la etiqueta EBSCO hospitality and tourism complete. Mostrar todas las entradas
viernes, 17 de octubre de 2008
Segment transformation in urban tourism
Segment transformation in urban tourism
This study tests the proposition that market segments transform unevenly as distance from the source increases. It builds on distance decay theory by extending the concept to a sub-market or segment-specific level. To date, no research has examined the transformation of market segments with distance.
McKercher, B. (2008, December). Segment transformation in urban tourism. Tourism Management, 29(6), 1215-1225. Retrieved October 17, 2008, doi:10.1016/j.tourman.2008.03.005
This study tests the proposition that market segments transform unevenly as distance from the source increases. It builds on distance decay theory by extending the concept to a sub-market or segment-specific level. To date, no research has examined the transformation of market segments with distance.
McKercher, B. (2008, December). Segment transformation in urban tourism. Tourism Management, 29(6), 1215-1225. Retrieved October 17, 2008, doi:10.1016/j.tourman.2008.03.005
The profitability impact of REIT requirements: A comparative analysis of hotel REITS and hotel C-Corporations
The profitability impact of REIT requirements: A comparative analysis of hotel REITS and hotel C-Corporations
This study aims to investigate whether hotel REITs are more profitable than hotel C-Corps and how REIT regulations contribute to this difference. The results indicate that despite the differences in tax obligation, operating expense, and dividend policy, hotel REITs and hotel C-Corporations are not significantly different in profitability. However, the analysis suggests that hotel C-Corps have advantage over hotel REITs in improving profitability through dividend payout increases.
Tang, C., & Jang, S. (2008, December). The profitability impact of REIT requirements: A comparative analysis of hotel REITS and hotel C-Corporations. International Journal of Hospitality Management, 27(4), 614-622. Retrieved October 17, 2008, doi:10.1016/j.ijhm.2007.07.026
This study aims to investigate whether hotel REITs are more profitable than hotel C-Corps and how REIT regulations contribute to this difference. The results indicate that despite the differences in tax obligation, operating expense, and dividend policy, hotel REITs and hotel C-Corporations are not significantly different in profitability. However, the analysis suggests that hotel C-Corps have advantage over hotel REITs in improving profitability through dividend payout increases.
Tang, C., & Jang, S. (2008, December). The profitability impact of REIT requirements: A comparative analysis of hotel REITS and hotel C-Corporations. International Journal of Hospitality Management, 27(4), 614-622. Retrieved October 17, 2008, doi:10.1016/j.ijhm.2007.07.026
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