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EV HOTEL CORP., the Atlanta-based tech centric "smart hotel" company, is in a "change of control" stock purchase agreement with Plandai Biotechnology, Inc. Plandai will become the parent company to EV Hotel, founded by Ken Patel, for the purposes of going public. Before closing the agreement, both parties must complete independent financial audits, a third-party valuation of EV Hotel Corp. and the company completing corporate actions with the Secretary of State of Nevada, according to EV Hotel. Trading regulatory organization FINRA will change Plandai's name and trading symbol, along with implementing a reverse split of the company's common stock, with management plans at 100:1. Upon closing, Plandai will acquire all of the authorized stock and assets in EV Hotel in exchange for common stock and Patel will acquire all of the company's Series "A" Preferred stock, resulting in a change of control.

Recently, Larry Cuculic, president and CEO of BWH Hotel Group, sat down with Asian Hospitality to share his insights into the status of the Best Western Hotel brand and the industry as a whole. A video of the entire interview, the first in Asian Hospitality's "Leadership Series," is now available on the magazine's website. Subjects included the labor crisis, attracting new franchisees and the state of the economy. Below are excerpts from the interview along with additional information on the subjects discussed, including franchise relations, the labor crisis and changes the company has seen since his appointment to the top role. Franchise relations One of the biggest issues Cuculic discusses in the interview is maintaining positive relations with Best Western franchisees. He emphasized the need for openness and transparency. "We disclose all of our contract terms throughout the negotiation. I tell our people, I believe in karma," Cuculic said in the Leadership Series interview. "Karma doesn't forget a name or an address. If you treat someone who's thinking about coming into your brand reasonably fairly, and then when they sign a contract, you drive revenue to them, that's a win-win relationship. That's what we want. If you don't have that win-win relationship, they're going to leave and your reputation is that you don't support your hoteliers or believe in that relationship, which then hinders development." Cuculic said his training at West Point Military Academy and law school at Notre Dame University instilled in him an innate sense of fairness. Also, due to its structure, the company has to involve its members in every decision. "I'm the president, CEO of Best Western, I cannot design a governance change," Cuculic said. "The members vote on all those changes. Our board of directors approves our contracts."

THE 2020 COVID-influenced lodging industry recession resulted in some noticeable changes to the way hotels provide F&B service. Social distancing regulations forced operators to be creative in the way they served food and beverages to guests. Rising wage rates and sharp increases in the cost of food and beverage products compelled hotel managers to find ways to control costs. The inability of hotels to attract employees to fill the positions eliminated during the recession required creative solutions to improve productivity and offer more with less. These factors resulted in the following hotel food and beverage trends during the subsequent recovery period: The increased offering of kiosks and grab-and-go venues The closing of traditional three-meal-a-day restaurants A reduction in the menus, number of seats, and hours of remaining F&B venues Reductions in in-room dining and mini-bar service The conversion of food and beverage space to other revenue generating purposes To learn how these recent changes in hotel food and beverage operations have impacted revenues and expenses, we have analyzed the operating statements of 2,500 U.S. full-service, resort, and convention hotels that participated in CBRE's annual Trends in the Hotel Industry in 2021 and 2022. In 2022, these 2,500 properties averaged 285 rooms in size, and achieved an occupancy of 64.7 percent, along with an ADR of $225.60. To provide more current information, we also relied on the monthly operating statements of 1,200 properties during the period January through June of 2023.

AAHOA RELEASED ITS updated resource guide for member franchisees. The updates reflect the current business landscape and the long-term, mutually beneficial relationship between industry franchisors and franchisees. AAHOA's 12 Points of Fair Franchising is officially titled "An Educational Primer: A Best-Practice Approach to Designing, Developing, and Implementing Best-in-class, Mutually Beneficial Franchise Systems." The importance of franchise relations was highlighted last year when several hotel owners filed lawsuits against InterContinental Hotels Group regarding what they call the company's retaliatory actions against franchisees who complain. "Because of the changing business environment post-COVID-19 and the ever-evolving need to educate our members, it was time for AAHOA to revisit the 12 Points and review them carefully to ensure that they're relevant and reflective of industry changes and evolution," said Vinay Patel, AAHOA chairman. "AAHOA created the 12 Points of Fair Franchising Ad Hoc Committee, which was tasked with recommending revisions to the 12 Points of Fair Franchising. With the help, support, and input of the 12 Points of Fair Franchising Ad Hoc Committee and the AAHOA Board of Directors, we're releasing the updated 12 Points of Fair Franchising," he added.

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.

HILTON'S EXTENDED-STAY Homewood Suites brand is getting a new look. The brand's new Prototype 10.0 includes a smaller footprint but with more rooms, as well as changes to guest suites and common spaces. The new prototype draws from design ideas implemented during a 2019 update implemented in open Homewood Suites hotels as part of the brand's 30-year anniversary. Prototype 10.0 features a site size reduction from 2.49 acres to 2.36 acres and building area reduction by more than 3,350 square feet while increasing the number of rooms from 121 to 131 suites. Another developer-oriented change is new F&B options aimed at increasing revenue. The suites have been modified so they can be booked individually or as connected groups. The fitness center has been reimagined and guest laundry rooms have been expanded. More common areas have been added inside and outside in the prototype. "We modernized the brand to appeal to the evolving needs of our guests, who are going to love the functionality and flexibility of the innovations, which are intended to make them feel both empowered and cared for, whether they're with us for an overnight trip or an extended stay," said Rick Colling, global head of Homewood Suites.

THE NEW JERSEY legislature has passed legislation that will place new requirements regarding employees when a hotel changes hands. Hospitality and business associations are objecting to the law, saying it will hinder hotels' recovering in the state. Assembly Bill 6246 will, among other things, require new owners of a hotel to keep all employees on staff for at least 90 days after the purchase without reducing their wages or benefits. The bills also would require the previous owners to provide a list of all employees' names, addresses, hiring dates, phone numbers, wage rates and employment classifications at least 30 days before the change in control, according to the legislation. It also sets terms for how the new owners can reduce staff if necessary during the retention period as well as how violations of the law should be addressed. The proposed law is well intended, but flawed, Ray Cantor, vice president of government affairs for the New Jersey Business & Industry Association told Center Square newspaper.

PEACHTREE GROUP RECENTLY introduced new branding, logo and tagline, "Guided by Intuition, Grounded by Expertise." The branding update aims to project the company's integrated investment strategies and service platforms. This change consolidates the company's varied brand portfolio, renaming Stonehill as Peachtree Group Credit and Peachtree Hospitality Management as Peachtree Group Hospitality Management, the company said in a statement. "The new branding has given us a competitive edge in attracting top-tier talent, ensuring a consistent influx of the best minds and skills to navigate an ever-changing business landscape," said Greg Friedman, CEO and managing principal of Peachtree Group. "Moreover, our strategic branding approach, aimed at consolidating our diverse range of businesses, is poised to unleash even greater untapped potential within our investment platform. This platform, already proven in its value in the hospitality sector, has played a pivotal role in our expansion and diversification into other real estate sectors and ventures."

PEACHTREE HOTEL GROUP continues to restructure itself, now with two changes to its leadership. Brian Waldman, previously chief investment officer for the company is now filling the same role for the company's newly formed subsidiary Peachtree Group. Also, Jeremy Stoler joins the company as executive vice president of debt capital markets. Waldman will manage Peachtree's multi-billion-dollar investment portfolio and direct investment strategies across its operating, lending and real estate divisions, according to the company. Stoler will support Peachtree's operating companies and growth into other real estate sectors. "With Brian and Jeremy, we are fortunate to have extremely talented, respected leaders who are highly experienced and energized to drive our growth," said Greg Friedman, Peachtree's CEO and managing principal. "These announcements also come at a pivotal time for Peachtree as we further position ourselves to expand into other real estate sectors and businesses."

HOSPITALITY INDUSTRY ASSOCIATIONS are welcoming two laws, one proposed on a federal level and another passed by the state of Tennessee. The federal law is long-awaited clarification of the definition joint employers and the Tennessee law limits regulations by local governments in the state that would affect small businesses, including hotels. A clear definition Versions of the Save Local Business Act recently was introduced in the U.S. House of Representatives and the Senate. Sponsors of the bill say it will provide clarity on Department of Labor's proposed new joint employer rules that have undergone multiple changes lately, leading to legal confusion. "You can't focus on running a business if the federal government keeps changing the rules. The Save Local Business Act provides long-overdue clarity and consistency that will protect our nation's small businesses," said one of the bill's sponsors, U.S. Sen. Roger Marshall. "The Biden Administration's Labor Department has relied on complicated court rulings to handle joint employers instead of providing clear guidance to the business community. In a time of economic hardship, we should be doing all that we can to help our nation's small businesses, not let the heavy hand of government regulations run amok."

AAHOA MADE CHANGES to two leadership positions Monday with a promotion and a new hire. Heather Carnes to executive vice president for communications and chief strategy officer and hired Phelps Hope as its new executive vice president for operations and chief development officer. Carnes has been with AAHOA for three years, most recently as the association's vice president of marketing and communications, and has worked nearly her entire career in the association space, according to AAHOA. In her new role, she will focus on organizational strategy, marketing and communications, organizational culture and HR, education/program development and strategic partnerships. "It's an incredibly important time for AAHOA and our industry," Carnes said. "I'm thrilled to be moving into this new role where I can have an even greater impact on the organization, our overall strategic initiatives, and working alongside Laura Lee, Phelps, and the rest of the AAHOA team to make big things happen on behalf of our nearly 20,000 hotelier members."

FORMER AAHOA CHAIRWOMAN Jagruti Panwala testified recently before Congress on the Department of Labor's proposal to raise the overtime salary exemption threshold for executive, administrative, and professional employees under the Fair Labor Standards Act. Panwala, now a board member for American Hotel & Lodging Association, argued that the proposed change would actually limit hotel employees' opportunities and does not take into account economic differences between regions of the country. In August, DOL proposed raising the threshold from $35,568 to an estimated $60,209 in 2024 according to AHLA based on the department's projections. That equals a nearly 70 percent increase, and AHLA said that means all employees making under that amount must be paid overtime for any hours worked over 40 in one week. The DOL proposal also would automatically increase the threshold every three years thereafter based on the 35th percentile of earnings for full-time salaried workers in the lowest-wage census region, currently the South.

TWO MAJOR COMPANIES in the real estate finance space, Noble Investment Group and Peachtree Hotel Group affiliate Stonehill, recently announced major changes in their senior leadership team. Noble, led by Mit Shah as CEO, announced triple promotions in the firm. Dustin Fisher, Lisa Smith and Judd Ledet have been promoted as senior vice presidents for investments, asset management and development, respectively. Fisher will be responsible for the sourcing and execution of acquisition opportunities across Noble's institutional investment platforms, a statement said. Smith will lead the firm's asset management team and oversee a majority of Noble's third-party hotel operating relationships and overall asset performance.

DEMAND FOR U.S. extended-stay hotels in the fourth quarter of 2021 was more than five times greater than supply, resulting in overall occupancy just below its 2019 peak, according to the Highland Group. December's monthly report from the group also showed the segment to be firmly in recovery. According to the research consulting firm's "U.S. Extended-stay Hotels: Fourth quarter 2021" report, the bottom up recovery continues with economy and mid-price extended-stay hotels in the fourth quarter posting record nominal average rate and RevPAR. Demand in the fourth quarter is at a record high and room revenues are almost 97 percent of their nominal high reached during the same period in 2019, the report said. Occupancy and ADR remain 4 to 5 percentage points off previous high levels but should pick up in the near term as the demand change was six times the corresponding change in supply, it added.

If only there were a switch for stress so we can flip it whenever overwhelmed by it. As ridiculous as it may sound, it is very much possible. Although there is a lot you have to work to get that control, you can do it with persistence. According to recent statistics, every one in five individuals in the USA faces mental health issues. And a majority of which are related to stress, depression, and anxiety. Stress builds up in your daily life. It can be a petty argument with your partner or getting stuck in a traffic jam before work. There is no way that you can change what comes your way, in this case, stress. You surely can change the way you react to it, which will make you feel much lively and better.

A CHANGING OF the guard is taking place at Marriott International as chairmanship of the company transitions from J.W. "Bill" Marriott Jr. to his son David Marriott. The senior Marriott has led the company for more than 60 years. Marriott announced the change in February. J.W. spent his high school and college years working in a variety of positions in the family's Hot Shoppes restaurant chain. He became a full-time associate in 1956, and soon afterward began overseeing the first Marriott hotel. He became president of the company in 1964 and CEO in 1972, a role he held for 40 years before stepping down in 2012. He was elected chairman of the board in 1985. "On behalf of the board and the hundreds of thousands of people who wear a Marriott name badge around the world, I'd like to thank Mr. Marriott for his outstanding leadership throughout his tenure with the company. He is truly an industry icon," Anthony Capuano, Marriot's CEO.

THE NEW JERSEY legislature is considering legislation that would strengthen protections for franchise businesses in the state, including hotels. AAHOA recently visited the state's capital to express its support for the bill. Assembly Bill 1958 would make changes to the New Jersey Franchise Practices Act that could benefit the hospitality industry, AAHOA said in a statement. Specifically, the changes include restricting non-competes for longer than six months; prohibiting requiring a relocation or capital investment greater than $25,000 more than once every five years unless hotel franchisers can establish a return on the investment; requiring a franchiser that receives "any rebate, commission, kickback, services, other consideration or anything of value" to fully disclose them to the franchisee and turn them over to the franchisee; putting restrictions on mandatory sourcing of goods or resources; and prohibiting suspending, restricting or preventing access to franchise services. Several AAHOA representatives attended a hearing at the New Jersey State Assembly on May 12 to support the bill. They included AAHOA's Mid Atlantic Regional Director Mahendra "MZ" Patel, Past Chair Bhavesh Patel and Laura Lee Blake, the association's recently appointed president and CEO.

AAHOA MEMBERS RECENTLY testified in support of New Jersey Assembly Bill 1958, which would make changes to the New Jersey Franchise Practices Act that could benefit the hospitality industry. The association's support for specific parts of the bill is at the center of a division between AAHOA and two major hotel companies over franchise reform. On March 22, 30 AAHOA members attended a hearing of the New Jersey Assembly Commerce and Economic Development Committee during which the bill was passed out of the committee. Several of the members also testified, according to AAHOA. AAHOA members own 45.4 percent of New Jersey hotels, representing 46,124 rooms, the association said. "As the largest hotel owners association, representing the exclusive interests of America's hotel owners, AAHOA showed up in New Jersey to testify in support of amendments to the legislation to improve the franchise model," said Nishant "Neal" Patel, AAHOA chairman. Last May, a contingent of AAHOA members testified in favor of the bill in front of the New Jersey Assembly Judiciary Committee, particularly the aspects of the bill that match AAHOA's 12 Points of Fair Franchising. Specifically, the franchise reform changes supported by AAHOA include restricting non-competes for longer than six months; prohibiting requiring a relocation or capital investment greater than $25,000 more than once every five years unless hotel franchisers can establish a return on the investment; requiring a franchiser that receives "any rebate, commission, kickback, services, other consideration or anything of value" to fully disclose them to the franchisee and turn them over to the franchisee; putting restrictions on mandatory sourcing of goods or resources; and prohibiting suspending, restricting or preventing access to franchise services.

EXTENDED-STAY ROOM SUPPLY increased by 1.8 percent in February due to it being a leap year, consistent with the average monthly increase observed over the last two years, according to The Highland Group. February marked 29 consecutive months of 4 percent or less supply growth. Additionally, the change in supply has remained below 2 percent for more than two years, with both metrics significantly falling below the long-term average. The 18.8 percent surge in economy extended-stay supply, along with a modest increase in mid-price segment rooms, is largely attributed to conversions, The Highland Group said. Meanwhile, new construction in the economy segment is estimated at around 3 percent of open rooms compared to a year ago. 2024 first half supply trends Supply change comparisons have been affected by rebranding, segment realignment in The Highland Group's database, and the de-flagging of hotels failing to meet brand standards, along with sales to multi-family apartment companies and municipalities, the report said. This trend is expected to persist into the first half of 2024, particularly with older extended-stay hotels still available on the market.

THE PROPOSED FRANCHISE reform legislation in New Jersey that has driven a rift between AAHOA and several large hotel companies has stalled in the state's legislature. AAHOA said it was misinformation that delayed the bill's passage, while the American Hotel & Lodging Association said the bill "would have destroyed the hotel industry's franchise model." It will return Assembly Bill 1958 would make changes to the New Jersey Franchise Practices Act that could benefit the hospitality industry, AAHOA said previously. Specifically, the changes include restricting non-competes for longer than six months; prohibiting requiring a relocation or capital investment greater than $25,000 more than once every five years unless hotel franchisers can establish a return on the investment; requiring a franchiser that receives "any rebate, commission, kickback, services, other consideration or anything of value" to fully disclose them to the franchisee and turn them over to the franchisee; putting restrictions on mandatory sourcing of goods or resources; and prohibiting suspending, restricting or preventing access to franchise services.