HOTEL BUSINESS REVIEW

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Tour De… Well-Being in Hospitality

By Laszlo Puczko CEO & Co-Founder, Health Tourism Worldwide | June 2025

Cycling can be a strenuous activity either for sport or for recreation. Especially road bicycle racing. To many professional cyclists the ultimate dream is to take part in the Tour de France. Cyclists while they race through beautiful locations need to show various skills to be a successful contender and take the yellow jersey. They need to excel in having good coordination skills, stamina, balance and perseverance.

One may think that winning the Tour is a solo pursuit. You cannot be more wrong. Apart from specifically optimised personal physical and mental qualities there is always a great team behind every winner.

Exactly like applying the wellbeing-minded hospitality approach at any hotel or resort. Creating and offering wellbeing improving services in a hotel is not a solo effort. It is a team sport. The intricacies of the Tour suggest a rather adaptable analogy to hoteliers who understand: this is a team sport and not an outsourced department.

Knowing Your Strategic Role

Riders often fall into different strategic categories or roles based on their strengths, team strategies, and race dynamics. Tour the France shows that although there is one Tour Winner, there many other winners as well – depending on objectives and roles.

Hotels’ take on wellbeing should apply a very similar approach. Every department has its own role and contribution. The guest may not remember every service or encounter of the stay, still can leave with improved level of overall wellbeing. And several departments can have their own wins alongside.

The Tour exemplifies that there are different roles running parallel, and each requires special qualities, strategies. Take a closer look, here are the main types of a Tour rider:

1. General Classification (GC) Contender

  • The overall winner is the rider who has the fastest cumulative time across all stages. A GC needs to have some rather special strengths, such as excellent climbing skills and needs to be a solid time trialist. This is the ultimate title: the GC is entitled to wear the yellow jersey.
  • The hotel does not need to be a ‘wellness hotel’ to become a GC. A GC in hospitality is the hotel/resort that has a clear property/brand wellbeing-specific DNA. Apart from the overall wellbeing-aware property and service design it also has areas which qualify as exceptional, e.g. in F&B, leisure and recreation, spa or wellness.

2. Climbers and Punchers

  • Climbers have a very specific role which can be critical to the GC. Climbers dominate mountain stages and they can also support GC leaders in the high mountains. They need to be light as well as fast on steep gradients. As one aspect of gratification of their special skills they can wear the polka dot jersey. Punchers, somewhat similarly to climbers excel on short, steep climbs and rolling terrain. They are known for explosive climbing and sprinting. But they will not be the final winner.
  • There are certain departments/functionalities in every hotel that can play stellar role in the overall wellbeing of the guests. These can give the very much needed ‘punch’, can catalyse change that have impact on longer term on the overall provision. These can be certain room division attributes for example supporting better sleep, or wide variety of food and beverage alternatives for foodies. They can be the testbeds for innovative ideas that may or may not fit the expectations of the guests, or may or may not provide the expected results in the end. Any hotel can designate a climber or climbers department or function. The hotel does not necessarily need to be a wellness hotel to have a Puncher. The polka dot jersey in the hotel, for example can be given the team orchestrating the sleep arrangements.

3. Escapees / Breakaway Specialists

  • In the Tour escapees get into early breakaways to win stages or get exposure. They are known for their endurance, opportunism, strong on rolling or medium-mountain terrain. Their efforts can make them contestants fighting for the Yellow Jersey.
  • Hotels that define their wellness/wellbeing DNA that incorporates most or all departments and establish a W-suite along with C-suite are predestined to become escapees. Conscious and informed decisions about guests’ and staff’s wellbeing are the makers of an escapee.

4. Sprinters

  • Even one flat sprint win during a Tour can mean the world to a cyclist. Wearing a Green Jersey for any length of the time is a great accomplishment. Sprinters train for years to be the fastest with explosive speed when the opportunity rises.
  • A hotel can opt to be a ‘Sprinter’ for a short period of time in wellness. Early adopters of innovative sleep-enhancing technology or launch partners of smart mirrors facilitating in-room fitness, etc. all can qualify as a Sprint win.

5. Domestiques & Super-Domestiques

  • Domestiques’ goal is to support team leaders (e.g. drafting, pacing, fetching water). The most important strength of domestiques is the extreme selflessness. Some of the super-domestiques may go for their own win.
  • Literally every department can become part of domestiques. Guests’ overall wellbeing is influenced throughout the whole stay. Glossy spas or wellness spaces may not be the most important contributors to wellbeing. Scent in public spaces, wellophilic interior design, slow food provision, immersive fitness spaces, close integration of leisure, recreation with F&B, etc. all would be part of the domestiques. Humble approach to wellbeing gives hotels and resorts (and retreats, etc.) with wide range of engagement options with supporting attributes. One particular service or value proposition can benefit from the selfless support from the domestiques.

6. Time Trial Specialists

  • Their role is to win individual or team time trials. Their aerodynamics and sustained solo power output make all the winning difference.
  • Hotel with dedicated team for creating wellbeing-specific quick-wins would focus on innovating intangible wellness propositions. One-off retreat-style programming, pilot wellness packages targeting a niche segment (e.g. post-cancer treatment women in remission), etc. can bring in new segments, may test a new cooperation between the hotel’s teams with visiting practitioners (e.g. Women Only Introduction to Yoga Weekend at branded luxury property by the Red Sea).


Source: HTWWLife

It Is a Team Sport!

How do the above categories and roles come together to become a winner package?

Road bicycle racing is a team sport. It may not seem so obvious but taking the Yellow Jersey needs a coordinated team effort. A team running like a Swiss watch. Hotels need to decide which of the below teams they are racing in. With foresighted decisions the hotel may switch teams, or hires essential new team members for another team type time-to-time during the long race, which is market competition.

There is specific group dynamics to describe groups of riders during a Tour de France stage — not just in terms of roles, but how racers move and interact on the road (Note: A simplified Tour de France grouping is applied below – the real deal is a little more complicated).

1. Off the Back / Dropped

These riders can’t keep up and are left behind any group. This position could be temporary (they may revive and return) or permanent (they’re out of contention).

Hotels off the Back

Many hotels and resorts may belong to this group. Some may ‘rebrand’ the gym as ‘wellness center’. Some buy a couple of yoga mats that stand in the corner of the gym. Some add a couple of herbal infusions to the bar’s menu. But the gym remains unmanned. The treadmill is an older model and does not have interconnectivity features, etc. Off the Back Hotels are with:

  • Tangible Asset Focus. The offering is characterised by physical attributes and the rather limited ‘wellness’ services are located within four walls.
  • Wellness-labelled Spa/Fitness Offering. If the hotel has had a spa/fitness center/gym it may be relabelled as ‘wellness center’ but nothing else changes.

Hotels could easily eliminate whatever ‘wellness’ provision they have. Guest may not even notice. Nor would operations since related revenue does not feature in the books. They might as well forget the whole thing.

2. Grupetto (or Autobus)

Grupetto is a group of dropped riders, mostly sprinters or domestiques. They are brought together by tough mountain stages. Their realistic goal is just to survive with minimum effort necessary and finish within the time cut.

Grupetto Hotels

Does the above rider scenario sound familiar? Hotels invite in white label operators to run whatever fitness/spa/wellness amenity they have. This unit tends to be operated as a standalone facility which hopefully brings some fixed rental revenue. This is one line in the budget. If at all. These hotels apply:

  • Dominantly Tangible Asset Mix. There is a designated space in the hotel but not at prime location. The programming of the space is of marginal priority, if all. Offering has very little to do with the hotel or its location. It is considered as amenity.
  • Nice-to-Have Approach with Focus on Delivery. A (well-)known beauty, skincare line or spa brand may just do it – hotels may think. Hotel staff know of and do very little with the wellness offering. Guest conversion rates could be marginal and walk-in market could represent the bulk of the demand.
  • Design is Key. Significant CAPEX was allocated to the design, i.e. to the tangible infrastructure. Design can attract guests for some time, but the ageing can be rather fast. And the OPEX and renovation reserve may also be significant.

Majority of hotels tend to belong to the grupetto group. There is some sort of wellness offering but it is more of tokenism and less of a real value proposition.

3. Peloton

This is the main group of riders who draft, conserve energy, and hold their strategic positioning. They are controlled by their teams with GC leaders or sprinters. They do not excel on climbs, faster on flats.

Peloton Hotels

Testing challenges or innovation are not in the DNA of peloton hotels. Their core business is rooms, F&B and potentially MICE. Wellbeing is something that should somehow been considered but within strict boundaries. A 24h open fitness room would just do it:

  • Tried & Tested Generic Wellness Approach suggests that these hotels do very little, or not more than the actual category-specific services tend to represent industry-wide. Hence the 24h fitness room. Since hospitality operations dictate any wellness related attribute or services that would affect well-established brand standards and appear to represent financial/operational risk are out of question.
  • Very Market Specific Understanding of Wellness. Services such as extensive wet spaces with as many as 10-15 saunas and steam rooms can be entry level standards in one region, whereas not relevant or necessary in others. Such specific offering is created not to gain market advantage but to remain competitive and relevant.
  • Focus on Optimized Delivery. Since generic wellbeing-orientation is somewhat important in the business the most important measures of success (or necessity) are operations and costs (OPEX) related.

Peloton hotels recognize that they need to be aligned with the wellness wave somehow but it is done half-heartedly and tend to be led by hoteliers, not by wellbeing specialists. Unfortunately, as to date, most hospitality schools have not yet incorporated wellbeing in their curriculum, i.e. the future hoteliers may not have the affinity either.

4. Chasers

The Chasers are riders between the Breakaway and Peloton. Their purpose is to bridge the gap to the Breakaway (or help a teammate) by coordinated efforts (or sometimes disorganized chaos).

Chaser Hotels

Chasers appear to be the hotels that aim at a hybrid approach. Their hospitality offering could benefit from some wellbeing orientation but they would not want to become specialists. Hospitality companies with several large brands represent the chasers, for example. Several upscale and lifestyle brands incorporate a more and more specific range of wellbeing improving services, e.g. wellness tech and services to their revised standard offering. This adaptive approach is characterised by:

  • Soft Early(ish) Adaptors. They are aware of what innovation offers but recognize that their business model still is different. Pick innovations that can be incorporated to existing SOPs and design standards but carry enough new attributes to lift existing offering, e.g. bedding.
  • Glocalized Wellness. Corporate/brand standards allow some degree of flexibility by incorporating some local assets, taking property specific market expectations and let potential alterations from SOP.
  • Host Holistic Specialists with Affluent Following. Midscale and up hotels offer retreat-style packages. In such cases the hotel operates as a venue and co-brand the holistic specialist. Just like banqueting, except in these cases not the stage decoration counts but the orientation of the multi-functional outdoor deck. Hotels do not want to invest heavily in wellbeing-specific infrastructure therefore soft assets, e.g. guest therapists/specialists is the way to go.
  • Limited Pre-Programmed Offering. Their approach is more like a test run and not as a long-term business goal. Such packages can serve PR purposes showing how up-to-date the brand is with the latest trends (or fads).

Chasers do not really want to become Escapees but happy to be associated with and cherry-pick the innovation trickling down from Escapees.

5. Yellow (Front) Jersey Group/Escapees

This is a small group or a solo rider that separates from the peloton early. Aiming to win a stage or grab mountain/sprint points. Need to be beware of the peloton! Teammates protect the new jersey rider, distract chasers. Only some of the escapees remain the Front Group to the end. Mountains, crosswind and crashes can be tricky to survive!

Hotels Wearing the Yellow Jersey:

There is not that many hotels (brands) that have really managed to keep up the Front Group. Innovation and risk taking does not always turn to gold, especially in a fast-changing market situation. To remain in the Front Group, to keep up with The Yellow Jersey Group hotels need to consider the following:

  • Intangible Asset Focused Innovator. They foster in-house innovation as well as in cooperation with external change-makers. Foresightedness also supports innovation. They do not shy away from the time-consuming innovation process, e.g. recognize that setting up a ‘nature cinema’, i.e. seats facing grand vistas decreases cortisol level of every guest. Not only of wellness guests.
  • Innovation is not limited to technology and being smart goes way-beyond gadgets and diagnostics. Idea-based and value-oriented innovation and not tangible investments provides the much-needed advantage. Smart Tools are the Enablers: smart and/or AI technology is a useful resource that can save time and can support the innovation process.
  • Pre-Programmed Offering. The offer pre-defined wellness-oriented packages with certain degree of personalisation. This approach results in optimal use of resources and make guests engage with the offering.
  • Integrated Approach. This suggests that every department takes part in the wellbeing provision. The W-suite defines the hotel’s/brand’s wellbeing DNA and coordinates the interdepartmental efforts.

There is only a handful hotels/resorts/properties form the Fron Group in wellness orientation, which can be fitness and sport, medical wellness, prevention or holism focused. You can count on two hands how many can excel with this strategy. Just like in Tour de France.

6. +1 Runner-up Group

These riders have a rather special motivation. They may chase the stage winner but not in contention to win, i.e. they can be late chasers.

Runner-up Hotels

There are hotels that want to experiment. Some wellness thing appears to be catching their attention, they notice the competition also tries ‘something’ and they wonder: is there something for them as well? This is when they experiment with a new product line, change existing operator of spa/fitness space aiming for higher conversion rate or spending, get excited by a new ‘wellness tech’ they saw at a fair, etc. Such excitement may be turned to long term strategy, in other cases it fades as fast as it appeared. How a runner-up hotel approaches the ’wellness phenomenon’ very much depends on the GM, or a driven departmental head, and in rare cases it is driven by the owner:

  • Uncertainty about Tangible/intangible Assets. They may select a testbed based either on tangible or intangible attributes. Although there is no real strategy behind such decisions, the results still can initiate further changes and product development.
  • No Wellness Brand DNA. The hotel (or brand) has no got a wellness-driven leg in its brand DNA. They experiment and may or may not take the ideas further.
  • Space-based Offers. Whatever space is available in the hotel that needs to serve the test/curating period. The hotel may look for spaces that may be converted/adapted to wellness functionality, but this is more of an afterthought.

Hoteliers can learn a lot from such dynamics and can recognize that strategies, roles and tactics of road race cycling really is not that different from how the hospitality sector operates. As a future Tour de France racer, consider the following whilst getting ready for Tour de Wellness in Hospitality. Competition needs a balanced mix of physical, mental, technical, and tactical qualities, for example:

  • Endurance for the whole period – this is a long distance-race!
  • Avoid bonking (running out of energy en-route), e.g. do not burn all the assets in CAPEX leaving nothing for the so much needed HR development
  • Know how to measure effort and fuel properly, especially that of healthcare/wellness and spa specialists
  • Optimised power-to-weight (i.e. funds and human capital) ratio is especially crucial for the difficult parts/times when hotels need more power, effort and creativity so they can become ‘faster uphill’.
  • Race Intelligence (Tactical IQ), i.e. knowing when to attack, draft, or hold back in the market. Reading the peloton, wind, and terrain is key.
  • Team Spirit & Discipline, i.e. willing to sacrifice personal glory for a teammate or the team. There are team members called ‘Domestiques’ who actually live by this!, and
  • Mastering bike, i.e. wellness/spa function handling is crucial for safety and efficiency and is critical for descending, cornering, riding in tight groups. Which hospitality really is. Make sure you have the right technical skills, i.e. follow closely what is a real innovation, what is a fad or a fast fashion item.

Main Image: Pierre Basmadjian




Mr. Puczko

Laszlo Puczko is the CEO and Co-Founder of Health Tourism Worldwide. He has been working in the field of travel and health for 20+ years. Mr. Puczko is an experience engineer, strategist and trainer, and well-being intelligence expert. He has gained experiences in the private as well as in public sector environments both in medical and wellness tourism. Mr. Puczko is one of the very few people in the world who has been active in every aspect and domain of health tourism, hospitality and spas. He is an economist and art & design manager, and holds master degrees and a PhD, and is a Certified Management Consultant. He has been lecturing and running tailor-made trainings and masterclasses in over 40 countries all around the world. He has been actively involved both in industry as well as academic arenas and authored numerous industry reports and specialist books and publications. Extended Biography & Contact Information

HotelExecutive retains the copyright to the articles published in the Hotel Business Review. Articles cannot be republished without prior written consent by HotelExecutive.

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Inform the appropriate authorities and provide them with information regarding any suspected illegal activity; or bring legal action against a member or other user of HotelExecutive in relation to any breach of these Terms of Access and Use or any illegal or suspected illegal activity.

8. GOOD SAMARITAN CONTENT AND COMPLAINT PROCEDURES POLICY

A. Policy

We have provided opportunities for you to contribute Content to our Site. It is our policy, however, not to allow any Content which may constitute intellectual property infringement; violations of federal, state, or local law; obscene or defamatory material, or may otherwise be unacceptable or inappropriate. Upon learning of such Content, we will attempt, and you hereby give HotelExecutive the right, to delete, edit, remove, disable, change, or restrict access to or the availability of the Content, which in our sole discretion, is otherwise unacceptable or objectionable. We may or may not notify you about what action we take with respect to the disputed Content. The provisions of this section are intended to implement this policy but are not in any way intended to impose a contractual obligation upon us to undertake, or refrain from undertaking, any particular course of conduct.

B. Complaint Procedures

If you believe that another user or other third party has posted Content which violates this policy or specifically the USE RESTRICTIONS in Section 3 above, you may notify HotelExecutive via e-mail at editor@HotelExecutive . In order to allow HotelExecutive to respond effectively, please provide HotelExecutive with as much information as possible in your correspondence, including: (1) the nature of the right infringed or violated (including any applicable registration numbers of the federally-registered intellectual property allegedly infringed), if applicable, or the unacceptable or inappropriate Content; (2) all facts which lead you to believe that a right has been violated or infringed, if applicable; (3) the precise location where the offending Content is located; (4) any grounds to believe that the party or user which posted the Content was not authorized to do so or did not have a valid defense (including the defense of fair use), if applicable; (5) if known, the identity of the party or user who posted the infringing, offending, or inappropriate Content; and (6) in the case of alleged copyright infringement claims, information sufficient to identify the work and your claims to ownership.

C. Indemnification/Waiver of Certain Rights

By contacting HotelExecutive and complaining of an alleged violation, you agree that the substance of your complaint shall constitute a representation made under the pains and penalties of perjury pursuant to the laws of the State of California. In addition, you agree, at your own expense, to defend and indemnify HotelExecutive and hold HotelExecutive harmless against all claims which may be asserted against HotelExecutive, and all losses incurred, as a result of your complaint and/or our response to it.

D. Waiver of Claims and Remedies

We expect all users of our Site to take responsibility for their own actions and cannot and do not assume liability for any acts of third parties which take place at our Site. By utilizing the Good Samaritan procedures set forth herein, you waive any and all claims or remedies which you might otherwise be able to assert against hotelexecutive under any theory of law (including, but not limited to, intellectual property laws) that arise out of or relate in any way to the content at hotelexecutive or our response, or failure to respond, to a complaint.

E. Investigation/Liability Limitation

You agree that we have the right, but not the obligation, to investigate any complaint received. By reserving this right, we do not undertake any responsibility in fact to investigate complaints or to remove, edit, disable or restrict access to or the availability of Content. We will not act on complaints that we believe, in our sole discretion, to be deficient, incomplete, or otherwise questionable. If you believe that Content remains on HotelExecutive which violates your rights, Your sole and exclusive remedy shall be against the user or other party responsible for said content, not against HotelExecutive. your sole and exclusive remedy against HotelExecutive shall be to terminate your use of HotelExecutive and service.

Digital Millennium Copyright Act Compliance. As set forth in Subsection (b), you must contact our agent if you believe that a work protected by a U.S. Copyright which you own has been posted on our Site without authorization or that our Site, in some material way, contributes to its infringement. It is our policy in appropriate circumstances, if possible, to terminate the access rights of repeat infringers and other users who use HotelExecutive in an inappropriate or objectionable manner.

9. COOPERATION WITH LAW ENFORCEMENT

HotelExecutive reserves the right to fully cooperate with any law enforcement authorities or court order requesting or directing HotelExecutive to disclose the identity or other information regarding any user or member alleged by any governmental entity to be using HotelExecutive or any Content or materials available in, at, through or in association with HotelExecutive in violation of any law or regulation, or in violation of this Agreement, including, without limitation, the posting of e-mail messages, or publishing or otherwise making available any such materials. By accepting this agreement you waive and hold harmless HotelExecutive from any claims resulting from any action by HotelExecutive during, or as a result of, its investigations, and from any actions taken as a consequence of investigations by either HotelExecutive or law enforcement authorities

10. APPLICABLE LAWS, VENUE, JURISDICTION & MANDATORY ARBITRATION

If any provision(s) of this Agreement is held by a court of competent jurisdiction to be contrary to law, then such provision(s) shall be construed, as nearly as possible, to reflect the intentions of the parties with the other provisions remaining in full force and effect. HotelExecutive's failure to exercise or enforce any right or provision of this Agreement shall not constitute a waiver of such right or provision unless acknowledged and agreed to by HotelExecutive in writing. The section titles in this Agreement are solely used for the convenience of the parties and have no legal or contractual significance. This Agreement may be assigned in whole or in part by HotelExecutive. This Agreement may not be assigned in any manner by you without the express, prior written permission of HotelExecutive.

Any and all disputes or controversies of any kind, including but not limited to any performance, duty, obligation or liability arising under or related to this Agreement which are not first resolved informally, shall be determined by binding arbitration in San Francisco, California, in accordance with the rules of the American Arbitration Association. The final award in any such arbitration proceeding shall be subject to entry as a judgment by any court or competent jurisdiction, provided that such judgment does not conflict with the terms and provisions hereof. The jurisdiction of the arbiter (or arbiters) with respect to legal matters shall be limited only by the statutory and common law of the State of California and the United States.

Notwithstanding the foregoing, any and all disputes, which the parties cannot informally resolve, regarding the scope of issues or matter with the jurisdiction of the arbitrator, shall be resolved by a separate dispute resolution process whereby HotelExecutive, in its sole discretion shall elect the dispute to be resolved by either (1) a court of competent jurisdiction in the State of California or (2) a panel of three new arbitrators.

This Agreement shall be governed by and construed in accordance with the laws of the State of California notwithstanding any conflict of laws provisions. You and HotelExecutive agree that the venue for all legal disputes, controversies, actions of any kind arising under or related to this Agreement shall be San Francisco, California. You and HotelExecutive further agree that in case of any litigation regarding this Agreement, you irrevocably and unconditionally (i) consent to submit to the exclusive jurisdiction of the state and federal courts in the County of San Francisco, California for any litigation or dispute arising out of or relating to this Agreement, (ii) agree not to commence any litigation arising out of or relating to this Agreement except in the California Courts, (iii) agree not to plead or claim that such litigation brought therein has been brought in an inconvenient forum, and (iv) agree the California Courts represent the exclusive jurisdiction for all litigation relating to this Agreement.

11. MEMBERSHIP FEES

Hotel Business Review Subscriptions

If you choose to purchase a subscription, member subscription payments can be made in U.S. Dollars, as well as a variety of international currencies. Membership terms are Annual Recurring, and Monthly Recurring. The Annual Recurring subscription is an annual commitment and subscribers will be charged each consecutive billing cycle. Annual Recurring subscriptions can be cancelled after the first billing cycle and within 30-days of the billing date for a full refund. Monthly Recurring subscriptions are ongoing and subscribers will be charged each consecutive monthly billing cycle. Monthly Recurring subscriptions can be cancelled after the first month and within 7 days of the monthly billing cycle for a full refund.

12. PAYMENT AUTHORIZATION

Payment for the services provided to you in, at, through or in association with HotelExecutive may be made by automatic credit card, debit card, direct debit, bankwire or Paypal and other approved payment means offered in, at, through or in association with HotelExecutive, and you hereby authorize HotelExecutive and its agents to transact such payments on your behalf.

You hereby authorize HotelExecutive's Internet Payment Service Provider to charge your credit card to pay for your membership to HotelExecutive. You further authorize HotelExecutive's Internet Payment Service Provider to charge your credit card for any and all purchases of products, services in association with HotelExecutive. You agree to be personally liable for all charges incurred by you in association with your access or other use of any content provided by HotelExecutive or any third party in association with HotelExecutive. You acknowledge and agree that your liability for all such charges shall continue after termination of your access or any type of membership arrangement with HotelExecutive.

In the event that you have chosen to have your membership automatically rebilled, unless and until you notify HotelExecutive that you wish to cancel or terminate your membership to HotelExecutive, you hereby agree and authorize HotelExecutive's Internet Payment Service Provider to automatically renew your membership to HotelExecutive on a continuing basis and to charge your credit card (or other payment means you have selected) to pay for the ongoing cost of your membership. You hereby further authorize HotelExecutive's Internet Payment Service Provider to charge your credit card (or other approved payment means you have selected) for any and all purchases of products, services and entertainment provided to in, at, through or in association with HotelExecutive.

13. PRIVACY POLICY

The following is the Privacy Policy for HotelExecutive

We can be reached via telephone, email, or online at our contact page. When you visit our site we do not log any information regarding your domain or email address. Information Sharing: We do not share user information with any third parties other than via press release distribution as described below.

Hotel Newswire is a newswire service that distributes press releases on behalf of our users. If you decide to submit a press release for distribution through our system we will transmit your entire press release including any personal information therein contained to our media contacts and online distribution points including search engines. This is the only redistribution of your information that we engage in. Your submission of press releases through our system indicates consent with this policy. The information we collect during your registration process is used to notify users about updates to our service and inform users of any special events hosted by Hotel Newswire. This information is not shared with other organizations for commercial or non-commercial purposes.

Cookies: Our system requires the use of cookies to enable the user to log back into our website to access information from the newswire, without having to log in each time using the required username and password.

If you do not want to receive email from us in the future, please let us know by following instructions included in our communication with you. Users who supply us with telephone numbers online may receive telephone contact from us regarding their account, or informing them of new products and services available on the HotelExecutive website. If you do not wish to receive such telephone calls, please edit your account and remove your phone number from your account profile. This can be done from your user account menu.

Ad Servers: We do not partner with or have any relationship with any ad server companies. From time to time, we may use customer information for new uses not previously disclosed in our privacy notice. If our information practices change at any time, we will post the policy changes to our website to notify you of these changes and provide you with the ability to opt out of these new uses. If you are concerned about how your information is used, you should check back at our website periodically.

Upon request we provide site visitors with access to all information (including proprietary information) that we maintain about them. Users can access this information by logging in to their account.

Security: We always use industry-standard encryption technologies while transferring and receiving user data exchanged with our site. We have appropriate security measures in place in our physical facilities to protect against the loss, misuse, or alteration of information that we have collected from you on our site. We do not store credit card information in our systems.

If you feel that this site is not following its stated information policy, you may contact us.

Jill Rigsbee
Theresa Hajko
Bonnie Knutson
Gary Patrick
Rachel Fischbach
Michael McCartan
Steve Turk
Sebastien Leitner
Frank Speranza
Cynthia Mejia
Nora Minichino
Jennifer Barnwell
Coming up in March 1970...