Showing posts with label their. Show all posts
Showing posts with label their. Show all posts

Monday, January 2, 2012

Do airlines give their best fares to the search engines?

Airfare monitor Airfarewatchdog (www.airfarewatchdog.com) recently posted a report showing that search sites promising to find the "lowest fares" often don't make good on this promise. The specific instance involved a search for a New York-Bermuda trip where Priceline found a fare that was $20 lower than the best deal Kayak found. A reader wanted to know what might be going on and what it means to consumers.

Basically, what happened here is that JetBlue had the lowest fare; Priceline's search included JetBlue, but Kayak's did not. It wasn't a case that JetBlue selectively withheld some fares from Kayak; instead, Kayak didn't (and doesn't) include JetBlue in its search at all.

This is by no means the only situation where a site's claim that it can "search once for all the fares" really doesn't work. For a variety of reasons, the big third-party search engines don't cover all the feasible options:

-- In some cases, this omission may be due to an argument over the fees between an airline and an individual search engine. For a while, for example, American was feuding with Orbitz over some fee issues.

-- In other cases, an airline actively doesn't want search engines to include its fares. The most visible case is Southwest, which runs ads highlighting that the only way to find its fares online is through its own website.

Other lines that the big search engines usually skip include Allegiant and Direct Air, as well as some smaller foreign lines. I'm not sure whether these omissions are due to fees or policies.

As far as I can tell, gaps in search engine coverage are a part of a larger and ongoing fight between airlines and third-party agencies over who "owns" you, the consumer. Certainly, both airlines and third-party agencies want to be your "go to" source for air tickets -- and, they hope, for associated hotel accommodations, rental cars, travel insurance, and anything else you buy as part of a trip. The airlines want to keep you because they want to be your first choice for air travel, plus they want to gain additional revenue from selling the rest of the travel you buy. Third-party agents, on the other hand, obviously want to get their hands on the same revenue streams.

The current fight isn't limited to airfare searches. Currently, American and Southwest are separately fighting with several sites, such as AwardWallet, MileWise, GoMiles and UsingMiles, which help you manage your frequent flyer mileage and accounts and help you decide whether to buy a ticket or use miles for a trip you're considering. The lines cite a number of flimsy excuses for their opposition to these sites, but the real reasons have to do with control. And in exercising control, the airlines fall back on a technicality that many frequent flyers don't even realize exists: You don't really own your miles; the airlines do. That's an absurd position, on the face of it -- after all, they keep pushing you to "buy" more miles, and, at least to me, "buy" implies ownership. That situation cries out for legal or regulatory relief, but don't hold your breath until you get any relief. Meanwhile, the airlines hold all the cards.

For you as a consumer, however, knowing the reason for something, even if that something is a gouge or a deception, doesn't really help overcome it. What you need to do is figure a way around an obstacle, and here the way around it is obvious: Never accept the claim that any one online agency will really search all feasible alternatives. Instead, you have to be a wary consumer:

-- You have to know which airlines the search sites omit. And if any of these lines is of interest to you, you have to check that line separately.

-- Even when a search engine includes all the airlines of interest, always check with that line's individual sites to verify that the search engine found the best deal.

Send e-mail to Ed Perkins at eperkins@mind.net. Perkins' new book for small business and independent professionals, "Business Travel When It's Your Money," is now available through www.mybusinesstravel.com or www.amazon.com


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Friday, December 9, 2011

Ski resorts around the world use artist's hand-painted panoramas in their trail maps

LOVELAND, Colo. (AP) — If you've ever gone skiing at an unfamiliar resort without getting lost, chances are you have James Niehues to thank.

Niehues, 65, is the man behind the trail map. His hand-painted panoramas have been reproduced into millions of pocket-sized maps handed out by ski resorts in North America, Japan, Korea, China, New Zealand, Australia, Chile and Serbia.

"His trail maps are as much a part of the sport as snow," said Greg Ditrinco, executive editor of Ski Magazine.

That's high praise for a fellow whose formal art training consisted of a "learn to draw" mail-order course, taken in ninth grade while home sick from school.

Niehues always wanted to find a job that "had a little art." After the Army, he worked as an offset pressman, an ad layout artist and a designer before contacting Bill Brown, who painted the majority of the ski maps in the 1970s and 1980s.

Niehues went to Brown looking for some encouragement, but left with a commission. Brown was moving away from maps and into video, and asked Niehues to take over painting an inset for a Winter Park, Colo., trail map.

From his start in 1987 until today, Niehues has painted about 300 panoramas, mostly of ski resorts, but also of golf courses, hiking trails, resort property and tourist regions.

His style is distinctive. He paints from an aerial perspective, distorted if necessary to bring a labyrinth of runs and mountain faces into a single plane.

"That's why I've lasted so long doing what I do," explained Niehues. "Every ski slope is a puzzle to me; to turn all those slopes so you can get the best view. "

Niehues works out of a well-organized basement studio in the modest house he shares in Loveland, Colo., with his wife, Dora, who handles the business end of things.

To craft a map, Niehues researches his subject, checking satellite images on Google Earth, existing maps, blueprints and photographs. Then, whenever possible, he visits the resort, taking photographs from the air while being flown over at various altitudes.

"By the time I get down from the flight I know what perspective I can get to represent the mountain," he said. If he can't make the flight personally, he asks the resort to supply aerial photographs.

Niehues starts by providing the client with a couple of small sketches, followed by a large pencil on vellum drawing. The sketch time can take from a day to a week, depending on the size of the resort.

Once he gets the client's approval, he begins painting in gouache, an opaque watercolor, on a 30-by-40 inch prepared illustration board. This method allows him to lift the color and update sections as resorts change over the years.

Small ski areas might require three days of painting, while large resorts require 10, depending on the number of trees. Regional representations can take up to three weeks.

Niehues licenses the image to the client, but he maintains the copyright. His most lucrative job was $13,500 for a regional map, six years ago.

"If there were two really good artists in this business, we'd both starve," he said.

Niehues will sketch one resort while painting another, but he only paints one at a time.

"I tried doing several at a time in my early career. It was OK but they would end up looking similar and I didn't like that," he explained.


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Saturday, October 8, 2011

Grand, historic hotels build on their brand in shaky economy

DIXVILLE NOTCH, N.H. (AP) — The signature green and white china is packed, the Adirondack chairs are stored away and the corridor lights are dimmed.

The Balsams Grand Resort Hotel in the forests of northern New Hampshire — a remote destination nestled in a mountain pass for lovers of the great outdoors, fine dining and turn-of-the-century elegance — is closed for now. How long is anyone's guess.

The nearly 150-year-old hotel in Dixville Notch is known for its Ballot Room, where residents of the tiny community are the first to cast their votes for president at midnight on New Hampshire's primary day and on the nation's Election Day. Put up for sale in July 2010, it is awaiting the right suitor. It closed on Sept. 14.

"It's a sparkle in our life," said Bruno Ponterio, 80, a retired school principal from Rye Brook, N.Y. He and his wife, Joann, spent their honeymoon at the resort during the summer of 1959, impressed by the views, the service, and the cuisine. They have returned through the years with their children, including their 50th anniversary two years ago.

The Tillotson family, whose patriarch ran a rubber factory and is credited with inventing the latex balloon, has owned the resort since 1954. Before he died in 2001 at age 102, Neil Tillotson specified that the resort and other assets be sold or given away and the proceeds given to charities. But the hotel has been operating at a loss for years, and the money has been coming out of the assets of a family trust.

The resort, with its mix of Victorian and Alpine village architectural influences, can accommodate up to 400 guests. They can dine on sweep-around verandas with views of a circular flower garden, swimming pool, Lake Gloriette, and the notch.

The resort's board of directors is looking for a new owner who can modernize the property — there have been some renovations, but not a major overhaul since a new wing was added in the early 1900s — and preserve its past, a balance that many hotels of a certain age and stature are working to maintain.

Historic hotels around the country are facing more competitive pressure these days, continually trying to engage in new marketing campaigns to attract customers, said Thierry Roch, executive director of Historic Hotels of America, a program of the National Trust for Historic Preservation.

"They're in the same boat as all other hotels, they're struggling to find business during a time when companies are cutting back on corporate travel, group business is reduced," Roch said. "But the advantage is there is more awareness in the market for historic hotels. They've got a name, they've got a reputation, they've got the word of mouth."

Some historic hotels are continuing to perform very well in this economy, Roch said. Others seeing reduced occupancies have looked to reinvest in their hotels, improving the roof or heating, ventilation and air conditioning, for example, to make them more attractive to future customers.

At The Balsams, where hallways showcase old photos and anecdotes — including a spoon in a picture frame about a guilt-ridden woman who returned the utensil many years after honeymooning there — there's been talk about putting in a new roof, insulation and windows. While occupancy rates have been good, one concern is improving energy efficiency. The hotel runs on steam heat generated by a biomass plant that was used in past years to run Neil Tillotson's nearby factory.

"That's our biggest cost other than our labor, and so it's tough to compete as a hotel, it's tough to make the bottom line work, when your energy costs are so high," said Jeff McIver, The Balsams' president and general manager. "That's one of the factors of why we're not profitable, and to fix that is a major undertaking."

He said directors of the family-based trust fund that owns the resort have been studying alternative fuel sources, such as geothermal technology.

Another historic hotel, the Mountain View Grand in New Hampshire's White Mountains, was built in 1865, fell into disrepair and closed during the 1980s but reopened in 2002 after a multimillion-dollar rebirth. One of the additions was a wind turbine operation that provides all of the hotel's electricity. It does save money and managers believe it is a good way to be more environmentally sustainable, said Gene Ehlert, marketing manager.

Historic hotel owners have long recognized the need to pair modern conveniences with a sense of returning to an earlier era.

"They wanted all the amenities; they wanted all the bells and whistles," said Cathy Bedor, who was in a partnership that owned New Hampshire's Mount Washington Hotel for 15 years before selling it to a company in 2006. "But they wanted to have the flavor of stepping back in time, and that was exactly what we tried to do."

The Mount Washington was built in 1902. When Bedor and the other partners bought the hotel at auction in 1991, they worked to restore it to its original luster by studying the carpeting in antique postcards, reading old newspaper accounts that described the guestrooms, and stripping layers of paint on the brass chandeliers to show them as they were back in the early 1900s.

Bedor, who runs the Mount Washington Cog Railway, a train that climbs to the top of the Northeast's highest peak, said the Bretton Woods hotel had a lot of interest because it was the site of an historic conference in 1944 that laid the groundwork for theInternational Monetary Fund and World Bank.

"If it hadn't been for that, I'm not sure that there would have been such a hue and cry when there was discussion about maybe tearing the property down because certainly, it's much more expensive to keep it operating than if you were to start from scratch," Bedor said.

The Ponterios, who have spent weeklong summer vacations at The Balsams for 35 years, love the caring, attentive staff and the sophisticated dining room and gourmet meals. They like swimming and paddle-boating — or doing nothing at all.

"I'm not unhappy that there's no TV in the room," Ponterio said. "You'd think that you'd miss it, but you don't." Guests are encouraged to take a book home with them from libraries in the guestrooms and bring one back when they return.

The Balsams offered a Grand Adventure Plan for the summer starting at $209 per person, based on double occupancy and including meals, golf, boating, and other activities. Its winter plan including meals and skiing started at $199 per person.

One luxury resort dating back to 1778, The Greenbrier in White Sulphur Springs, W. Va., furloughed about 650 workers in 2009 amid a sharp decline in business and sought Chapter 11 bankruptcy protection to stay afloat. The former gathering place for presidents and site of an underground Cold War nuclear bunker for Congress re-emerged with new owner Jim Justice. He introduced a PGA tournament, built a casino and steakhouse, and added new touches to old traditions — such as the "Greenbrier Waltz" and other musical performances by staff in period dress — to accompany afternoon teas. Revenue and occupancy rates are on their way back up, saidLynn Swann, director of public relations.

The Greenbrier offers a variety of seasonal and holiday packages. Its two-night Discover Package featuring outdoor activities starts at $369 per night based on double occupancy.

At the Jekyll Island Club Hotel in Georgia, managing partner Kevin Runner said lower occupancy has caused revenues to be about 15 to 20 percent below normal over the last few years. Part of the challenge is that the hotel, built in the 1880s and renovated 25 years ago, is in a state park that's been under renovations for at least a year. A new convention center, shops and other hotels are planned at the island.

"We aren't experiencing downturn year after year," Runner said. "We went down to a certain wall and then we just kind of stayed there and hovered around that same level the last couple of years."

Depending on the building and room, the Jekyll's base rates through Nov. 26 range from $189 in a single room to $439 for the Presidential Suite.

In New Hampshire, the Ponterios hope to be able to book another summer vacation at The Balsams next year, sitting by their favorite spot alongside the pool. They realize a new owner may renovate the place — but they like the Old World charm as is.

As Mrs. Ponterio told her husband: "The one place I see where you relax and you're not concerned about anything is when you go to The Balsams."


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Sunday, August 14, 2011

Do flight attendants really hate their passengers?

When, exactly, did flight attendants stop caring about us?

I ask for two reasons: First, because of the luscious new trailers for the upcoming TV show "Pan Am," which depicts svelte young stewardesses -- yes, that's what they were called back then -- serving passengers.

Hard to swallow, that one. But yes, they served passengers back in the day.

And second, because of the preponderance of horror stories from readers like you that suggest things have gone too far in the other direction -- from the "coffee, tea, or me" stereotypes of pre-deregulation air travel to modern-day flight attendants who may actually hate us.

Well, "hate" may be too strong a word. How about "strongly dislike"?

Consider the latest American Customer Satisfaction Index numbers. Here are the 10 worst-performing companies, according to the survey. The score you see next to the company is on a scale of one to 100.

1. Pepco Holdings (54)

2. Delta Air Lines (56)

3. Time Warner Cable (59)

4. Comcast (59)

5. Charter Communications (59)

6. United Airlines (61)

7. US Airways (62)

8. American Airlines (63)

9. Continental (64)

10. UnitedHealth (65)

That's five airlines in the top 10. You have to work pretty hard to pull in that kind of performance, and it can only happen with the full cooperation of your employees.

But it's the stories from passengers like you that make me wonder if the love has turned to hate. And I'm not even talking about the headline-grabbing reports like flight attendant Steven Slater's meltdown on JetBlue Airways.

Lea McFall was flying from India back to the U.S. on American Airlines when one of her friends started feeling a little ill. The likely cause was her final meal in Delhi. She had a severe case of food poisoning.


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