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A destination where the epic memories of the Battle of Dien Bien Phu still resonates, Dien Bien now becomes a favorite destinations for many Vietnamese and foreign backpackers.   Although the war has receded for decades, the story still remains in many historical heritages in Dien Bien, such as Independence Cemetery, A1 Hill, French Bunker, Dien Bien Phu Victory Headquarter, Monument and Museum. Dien Bien is also renowned for its enchanting natural beauty of Muong Thanh Rice Terrace, Pa Khoang Lake, Pha Din Hill, Pa Thom Cave and Xa Nhe Cave. Come to Dien Bien, you will also have the chance to feast on many exotic food that can only be found in Vietnam's North Western Region.   Dien Bien Phu  is located in Muong Thanh Valley which is approximately 20km long and 6km wide. this city is 35km from the Laos border and  474km to Hanoi. This was a battlefield between the Viet Minh Army and French Army in 1954.   The result was the French in Indochina was cut and Viet Nam was divided into two parts: North and South. Nowadays, Dien Bien Phu became one of the tourist attraction sites for many local and international tourists.   The major attraction is the battlefield, its associated museum and relicts, and more recently, the largest statue in Vietnam erected to commemorate the 2004 anniversary. It is noticeable that for the adventurous visitor, this is an attractive center for majestic scenery and an access point for encounters with wide variety of ethnic minority groups that have hardly been touched by tourism.   The battle development in summary   At 5 p.m, March 13, 1954, we opened fire,  starting the Dien Bien Phu campaign. The fight took place fiercely right at the beginning and it was divided into three stages. The first stage (from March 13 to March 17, 1954): We held the  Him Lam, Doc Lap, Ban Keo strongholds. They was strong defense obstructing the access from Tuan Giao and Lai Chau into Dien Bien Phu. The second stage (from March 30 to April 30, 1954): W

IN 2020 AND 2021, U.S. hotel operators did a praiseworthy job controlling expenses to offset the significant declines in revenue. Based on data from CBRE's Trends in the Hotel Industry survey of annual operating statements from thousands of properties across the U.S., not only have we seen a reduction in the variable expenses associated with the drop in business volume (i.e., occupied rooms, restaurant covers), but also in cuts among what were previously thought to be fixed expenses. During this time period, insurance costs were out of operators' control. Per the 11th edition of the Uniform System of Accounts for the Lodging Industry (USALI), insurance expenditures are classified as a non-operating expense and reported on the summary operating statement below gross operating profits. The insurance expense line item includes property insurance for building, contents, and business income from all perils, as well as general liability and excess liability insurance. The insurance expense category does not include workers compensation insurance, which is allocated to the operated and undistributed departments. To analyze recent changes in hotel insurance costs, and the factors that influence those changes, we examined the operating statements of 3,156 U.S. hotels that reported insurance expenses for the Trends survey each year from 2015 through 2021 (estimated). The following paragraphs summarize the findings from our analysis.

MONITORING GOPPAR PERFORMANCE allows hoteliers to make smart decisions about running their business as they consider all revenue streams and cost variables, according to HotStats. The focus should be on maximizing profit rather than just increasing revenue. GOPPAR is calculated by taking total revenue, subtracting total departmental and undistributed expenses, then dividing by the total number of available rooms, according to a blog post by HotStats. GOPPAR index measurement gives guidance about why a hotel is either outperforming or underperforming its direct competitors, allowing a hotel owner to make critical changes to improve business, it said. In February, GOPPAR for U.S. hotels was down 33 percent compared to February 2019, whereas RevPAR was down 26 percent for the month. It provided evidence that costs were eating farther into the P&L in February.