Founded by Max Farndale 1947 - 2018
Research, commissioned by Cathay Pacific and published in Travel Weekly via the pen 0f Hannah Edensor shows that despite the average Aussie traveller snapping on average 33 pictures a day, 78 per cent of Aussies believe they're in real danger of missing out on holiday memories because they're too focused on taking photos or posting on social media.
Seven out of ten people surveyed wished they had more ways to remember their holiday experiences.
The research shows this ‘snap and dash’ culture means thousands of Aussies are spending too much time capturing and revisiting their holiday through a screen, and are neglecting their other senses, including their most powerful and evocative – the sense of smell.
One company – French rail company Thalys – executed this perfectly, when they created a pop-up travel agency that invited keen travellers to get to know the destinations they serviced via a different route: their noses.
Yep, Thalys got a bunch of curious travellers attending a pop-up travel agency, sniffing their way through 64 different parts of Europe, from “A real French breakfast” in Paris, “Latexxx” in Amsterdam and “Moments after Mass” in Cologne.
Dr Oliver Baumann, Researcher, Queensland Brain Institute, said by engaging the sense of smell, it can create real memories for travellers.
“Not only is smell our oldest sense, it also has a direct link to the hippocampus – the main memory centre of the brain. Scent can therefore bring back memories much faster and stronger than any of our other senses,” he said.
To help Australians avoid forgetting their trip in a flash or feeling uninspired by past Instagram images, Cathay Pacific have created Parfums de Voyage – a scientifically crafted perfume designed to ignite passengers’ memories long after visiting Hong Kong.
The fragrance has been designed in collaboration with a renowned perfume expert, Samantha Taylor of The Powder Room.
“I travelled around Hong Kong and immersed myself in everything on offer before I started to design the scent.
“The resulting Parfums de Voyage fragrance has a fresh, clean top note inspired by the greenery of the island, drying down to a warm, peppery base note that’s evocative of exotic spices and smoky incense.
“The scent is appropriate for both women and men,” said Taylor.
And they’re not the only companies in travel doing things differently. itravel signed a new partnership with Barrow & Bear Travel + Coffee, a business that offers the clever combination of coffee and travel bookings, while a bunch of cool Aussie agencies are reinventing what it means to be a brick-and-mortar store.
And around the world, other travel agencies are trying new and unique approaches to capture the traveller’s attention.
Rakesh Raicar, General Manager Southwest Pacific, Cathay Pacific, said, “We’re constantly looking for meaningful ways to enhance our customers’ travel experiences.
“Parfums de Voyage is a sensory souvenir we can give to our passengers to help them remember those special memories and moments they experience when they are travelling with us.”
Parfums de Voyage will be available on board select Cathay Pacific flights from October 2017.
Auckland Airport has today announced its financial results for the 12 months ended 30 June 2017.
Sir Henry van der Heyden, Auckland Airport’s chair, says, “The 2017 financial year was another strong year of growth right across our business with the company continuing to focus on upgrading its airport infrastructure, growing and supporting tourism and providing the best possible customer experience during a time of significant change.”
“To help accommodate the ongoing increase in passengers and aircraft, we continued to spend more than $1 million every working day on our core airport infrastructure. There are now 44 aeronautical projects underway across the airport each in excess of $1 million and we plan to invest around $2 billion in aeronautical capital expenditure by the 2022 financial year. During the 2017 financial year, we progressed the upgrade of our international departure area and the extension of Pier B of the international terminal to provide two more aircraft gates and expanded departure lounges. We also further developed our airfield including upgrading existing and building new remote aircraft stands.”
“We have continued to sustainably grow travel markets to increase our air connectivity – which is essential for a city and country reliant on tourism and trade for its economic prosperity. We have also maintained our support for the New Zealand tourism industry, especially the operators who provide our international visitors with high-quality experiences. We also joined with other industry leaders to encourage the Government to develop new and innovative ways to upgrade tourism infrastructure.”
“Auckland Airport remained focused on its customers during the 2017 financial year, ensuring their journeys through the airport are fast and efficient and they have a range of options when parking, shopping or staying here. Improving travel times and flows around the airport precinct has been a top priority for the company in the 2017 financial year and we also continued to advocate to central and local government the need for better public transport services and state highway access to and from the airport.”
“We fast-tracked a number of planned roading and transport improvements on our own network to improve traffic flows, including upgrading the Puhinui Road roundabout, upgrading the traffic light phasing and lane configurations at the airport’s George Bolt Memorial Drive and Tom Pearce Drive intersection, and updating the lane configurations at the airport’s George Bolt Memorial Drive and Laurence Stevens Drive roundabout. We also announced, in June 2017, the details of four new transport projects as part of our longer-term plan to improve travel around the airport over the next three years.”
“Late in the 2017 financial year we announced our new aeronautical prices for the next five financial years – the result of a year-long consultation process with airlines on investment plans, operations and pricing. The outcome of that consultation process, in real terms, sees average annual international passenger charges reducing by 1.7% per annum and domestic passenger charges increasing by just 0.8% per annum over the next five years. We also confirmed that a runway land charge of $1.19 (excluding GST) per passenger will likely be introduced from the start of the 2021 financial year once certain operational and construction triggers are met.”
“Together, our modest price changes for the 2018–2022 financial years and our $2 billion infrastructure investment plan will deliver significant benefits for passengers. The new pricing and capital expenditure programme also balances the needs of passengers, the airport community, the tourism industry, our investors and the airlines – ensuring Auckland Airport has the infrastructure it needs to continue connecting Auckland with New Zealand and New Zealand with the world.”
“The 2017 financial year also saw Auckland Airport continue to focus on a wide range of activities to improve educational, employment and environmental outcomes at the airport, in our local communities and across the Auckland region. Ara, our airport jobs and skills hub, continues to deliver real benefits, providing more than 1,300 training opportunities and placing 190 people into jobs – 82% of whom were South Aucklanders.”
In the year to 30 June 2017 the total number of passengers using Auckland Airport increased by 10.2% to 19 million. Domestic passengers were up 8.9% to 8.6 million, international passengers (excluding transit passengers) were up 11% to 9.7 million and international transit passengers were up 16.8% to 0.7 million.
Total revenue was up 9.7% to $629.3 million, while operating expenses were up 8.8% to $156.2 million. Earnings before interest expense, taxation, depreciation, fair value adjustments and investments in associates (EBITDAFI) increased 9.9% to $473.1 million.
The total share of the underlying profit from associates was $14.9 million for the 2017 financial year, up 29.6%. The underlying profit share from Queenstown Airport was up 57.9% to $3 million and the share from the Novotel hotel, in which Auckland Airport increased its shareholding to 40% in February 2017, was up 58.8% to $2.7 million. The underlying profit share from North Queensland Airports was up 16.5% to $9.2 million.
Total profit after tax was up 26.9% to $332.9 million, while underlying profit after tax was up 16.5% to $247.8 million. As a result, underlying earnings per share is up 16.2% to 20.8 cents. Auckland Airport’s final dividend for the 2017 financial year is up 16.7% to 10.5 cents per share, delivering a total dividend of 20.5 cents, an increase of 17.1% compared with the 2016 financial year. The final dividend will be imputed at the company tax rate of 28% and will be paid on 20 October 2017 to shareholders who are on the register at the close of business on 6 October 2017. Auckland Airport’s performance in the 2017 financial year means the five-year average annual shareholder return is 26.3%.
“In the 2017 financial year we undertook a review of our 24.55% investment in North Queensland Airports (NQA). We believe NQA is a highly attractive asset and a great investment with a strong growth strategy and a new and highly capable management team. However, our review has confirmed that while NQA is a quality asset, it is not integral to our current business strategy.”
“During the 2017 financial year, the Board elected to reinstate our dividend reinvestment plan to provide funding flexibility to support our investment in new infrastructure and growth opportunities. The dividend reinvestment plan will again be in place for the 2017 financial year final dividend, enabling shareholders to elect to purchase Auckland Airport shares at a 2.5% discount to market price, instead of receiving the dividend as cash.”
“We expect underlying profit after tax (excluding any fair value changes and other one-off items) for the 2018 financial year to be between $248 million and $257 million. This guidance would deliver underlying earnings per share growth of up to 3.7% compared with the 2017 financial year and reflects the impact of our new aeronautical prices commencing in the 2018 financial year.”
“As always, this guidance is subject to any material adverse events, significant one-off expenses, non-cash fair value changes to property, and deterioration as a result of global market conditions or other unforeseeable circumstances,” concludes Sir Henry.
China is to start running the world’s fastest train service between Beijing and Shanghai, with trains eventually hurtling along the track at up to 400 kph, making them a viable alternative to flying the sector.
The Fuxing fast bullet trains will initially run at a slower speed of 350 kph on the route. Service will begin in just one month, on 21 September 2017, China Railway Corporation has confirmed.
Fuxing is not an adjective. It means rejuvenation, with national rejuvenation being a slogan promoted by Chinese President Xi Jinping.
The train has been put into service initially on two railway lines connecting major cities in the Beijing-Tianjin-Hebei area, China’s Xinhua news service reported. Fuxing high-speed trains will make 39 one-way trips between Beijing and Tianjin and six one-way trips between Beijing and Xingtai, Hebei each day. The trains will stop at 10 cities in the region.
The trains offer power outlets, USB ports and free WiFi, making them far more advanced than Australian trains, and not just in terms of speed.
The Fuxing high-speed trains ran in June for the first time on the Beijing-Shanghai line, China’s busiest route, used by more than 500,000 passengers daily.
Fuxing fast trains will knock an hour off the 1318km journey between Beijing and Shanghai. Hong Kong’s South China Morning Post, which examined the current train schedule, reported that the fastest bullet train running currently on the route takes four hours and 55 minutes and most bullet trains take around 5½ hours.
| Written by Peter Needham eGlobalTravelMedia || August 23, 2017 |||
Air New Zealand has today announced earnings before taxation for the 2017 financial year of $527 million, compared to $663 million in the prior year - the second highest result in the airline’s history. Net profit after taxation was $382 million.
Chairman Tony Carter praised the strong result, acknowledging the airline’s staff for their continued focus on driving profitable network growth during a period of significant new competition.
A 2017 final fully imputed dividend of 11.0 cents per share has been declared, an increase of ten percent on the prior year, bringing the full year declared ordinary dividends to 21.0 cents per share.
“Based on the airline’s strong financial position, future capital commitments and improving trading environment, the Board felt it appropriate to increase the dividend,” says Mr Carter. The final dividend will be paid on 18 September 2017 to investors on record at the close of business on 8 September 2017.
In recognition of the result, the Board has awarded a Company Performance Bonus of up to $1,700 to be paid next week to approximately 8,500 Air New Zealanders who do not have other incentive programmes as part of their employment agreement.
Chief Executive Officer Christopher Luxon says 2017 has been an exciting and productive year and credits the airline’s staff for their outstanding contribution.
“This year Air New Zealand faced an unprecedented increase in the level of competition from some of the world’s largest airlines and effectively rose to the challenge. The impressive way our team responded to the new competition while at the same time achieving commercial, customer and cultural excellence, helped to deliver our second highest profit ever,” says Mr Luxon.
The airline’s loyalty programme, AirpointsTM, continues to grow at an impressive rate, with more than 2.5 million members, up 16 percent on the prior year. Australia is the largest offshore market for Airpoints members, and has grown by more than 17 percent in the past 12 months.
In 2018, Air New Zealand will continue growing its comprehensive domestic network. The airline sees opportunity coming from inbound tourism as well as strong domestic tourism. Following the rollout of last year's Northland marketing campaign, A Summer of Safety, a key element of Air New Zealand's growth strategy will involve continued support to regional stakeholders in developing attractive tourism propositions.
Internationally, the airline’s strategy to enter key markets with the help of revenue-sharing alliance partners and strong market development plans has helped drive successful expansion. In the coming year, Air New Zealand’s offshore growth will focus on the Japan market with the addition of Haneda, as well as increasing services during peak season across routes in the Pacific Islands and North and South America.
Mr Luxon says that recent announcements regarding competitor capacity rationalisation support the airline’s view of a stronger revenue environment in the coming year.
Outlook
Looking forward to the year ahead, the airline is optimistic about the overall market dynamics. Based upon current market conditions and assuming an average jet fuel price of US$60 per barrel (which represents the average over the past two months), the airline is aiming to improve upon 2017 earnings.
2017 highlights
Click here to download video of Air New Zealand Chief Executive Officer Christopher Luxon discussing the company result.
Air New Zealand customers at Sydney Airport will get to experience the role robots may play in future travel journeys this week. Click here to watch Air New Zealand’s Chief Digital Officer Avi Golan and CommBank’s Tiziana Bianco explore the future of travel with social robots.
The airline is partnering with CommBank in a five-day experiment utilising Chip CANdroid, the bank’s social humanoid robot, which will interact with and assist Air New Zealand customers checking in and at the gate prior to boarding.
Air New Zealand Chief Digital Officer Avi Golan says “this partnership and experiment with Commbank and Chip is another way we are pushing the boundaries to ensure we remain at the forefront of technology which will allow us to further enhance the experience we offer our customers.”
Air New Zealand has worked with a range of technology partners to introduce innovations which are enhancing the experience it offers customers. For example, Oscar, the artificial intelligence–backed chatbot has been introduced to assist customers with a more personalised online experience or biometric bag drops which identify customers using face-to-passport recognition.
“We are also experimenting with potential enhancements of the future, including the idea of our cabin crew one day using Microsoft’s HoloLens augmented reality viewers onboard our aircraft,” says Mr Golan
Commonwealth Bank established a social robotics team within its Sydney Innovation Lab in late 2016, with the intention of partnering with leading corporates and research institutions to better understand the opportunities and challenges that physical robotic technologies present in a variety of commercial contexts.
Tiziana Bianco, General Manager Innovation Labs, Commonwealth Bank says “this experiment is a great example of why we invested in social robotics; working collaboratively with an innovative client like Air New Zealand, while also engaging some of the brilliant minds from UTS’s Centre for Artificial Intelligence. It is a wonderful opportunity to explore the possibilities of a horizon technology such as social robotics, and what it might enable in the future.”
Ms Bianco says social robots can bring to life information that is not particularly engaging when delivered by a screen.
“People interact with them in a very social and sometimes emotional way, which means they can enhance experiences in ways that other technologies are unable to do,” Ms Bianco says.
“Chip is one of the most advanced humanoid robots in the world, and is perfect for our work aimed at understanding how humans and robots interact in dynamic social spaces.
“The opportunity to experiment with a robot like Chip in a real world environment such as Sydney Airport is unique, even on a global scale. It is also incredibly valuable, as it allows both corporates and academics to contribute to the growing field of research in social robotics and ensures that both CommBank and Air New Zealand remain at the forefront of disruptive technologies.”
Air New Zealand customers can meet Chip at the Air New Zealand check-in counter and at selected departure gates at Sydney International Airport from Monday 21 August until Friday 25 August.
Click here to watch Air New Zealand’s Chief Digital Officer Avi Golan and CommBank’s Tiziana Bianco explore the future of travel with social robots.
| An Air New Zealand release || August 22, 2017 |||
Bartlett School of Architecture graduate Cassidy Reid has designed a concept for a high-speed transport network based on Hyperloop to create infrastructural and cultural corridors across Europe, and shrink travel time between cities.
Connecting London to Krakow in just one hour and ten minutes, and passing through Brussels, Cologne, Frankfurt and Prague, Reid's Pan-European Corridor network leverages newly developed Hyperloop technology to make Europe's cultural corridor easily commutable while also helping to connect deprived communities that have been "left behind" by globalisation.
Hyperloop is the vision of entrepreneur Elon Musk, the founder of Tesla Motors, PayPal and space exploration company SpaceX. The system employs mag-lev — the same technology that is used by high-speed trains in Japan – in which the electromagnetic levitation of the train means there is no friction, unlike traditional trains that run on tracks.
Musk, who first unveiled the concept for Hyperloop in 2013, later open-sourced the technology and is no longer directly involved in its development.
In Reid's Hyperlink masterplan, the corridor's most populous and diverse terminus would be located in London. Integrated into a bridge on the River Thames, the high-speed twelve-track terminal is designed to "evoke a space-bending feeling of connectivity between other European major cities".
Continue here to read the full article on deZeen . . . | August 21, 2017 |||
Jaclyn Sienna India, president and founder of the decade-old travel consultancy Sienna Charles talks to Industry Week about their role in the world of business travel for the elite.
Private jets for execs and their families are almost always reimbursable corporate expenses. Why? Transportation is considered a matter of security, and most CEOs plan travel in tandem with work trips, taking their family with them to Dubai for a few days before jetting off to the Maldives.
In the era of the humble brag, it’s harder than ever to know how your boss travels. Assuming he or she is the type that likes to share, you might see a suggestion of a private jet or a swanky beach resort on Instagram—or hear one unassuming story about the sea turtles that swam under the paddleboard in St. Barthelemy.
Unfortunately for your water cooler conversations, no chief executive officer is ever going to spill the beans on his favorite private island, the extent of his security detail, or the lengths his assistant went to procure Coke Zero in Madagascar.
For that, we turned to Jaclyn Sienna India, president and founder of the decade-old travel consultancy Sienna Charles. Almost immediately after hanging a shingle on West Palm Beach’s ritzy Worth Avenue in 2008, India got her lucky break: An unexpectedly productive, $25 ad with the Explorer’s Club turned out her first billionaire client, and word of mouth turned one into many.
Now India is a go-to for the finance world’s jet set, regularly organizing trips for at least two dozen CEOs, along with other titans of industry and a handful of former U.S. presidents. Her clients range from Morgan Stanley higher ups and former top-level executives at American Express, to billionaires and real estate tycoons.
Of the hundreds of trips she plans each year, 90% are for high-ranking finance types—some with budgets that climb into the millions. Chatting about restaurants, she says, is the best way to let these power brokers know she’s playing on their level.
“People can be all over the map,” she said, explaining that often clients are looking for a vibe or set of experiences rather than an exact destination. To help them wade through their options, she prefers face-to-face lunch meetings (typically at such power spots as Le Bernardin) over cursory phone calls. “A lot of agents can B.S. over the phone or have notes all prepared, but I could never do that. That’s not how you build up trust with the world’s wealthiest people,” she told Bloomberg.
Here’s what she had to say about her C-suite customers—the good, the bad, and the hyper-demanding.
A Private Jet Is a Business Expense
Private jets for execs and their families are almost always reimbursable corporate expenses. Why? Transportation is considered a matter of security, and most CEOs plan travel in tandem with work trips, taking their family with them to Dubai for a few days before jetting off to the Maldives.
“Safety” is a card more legitimately played by former presidents, says India, who has organized trips to Africa for George W. Bush and his 30 secret service agents. But CEOS are productive on planes—she joked that “if you can be offline for 10 hours, then you aren’t really that important.” (In the era of laptop bans, private planes are a good way to ensure that work gets done.)
Privacy also important. “CEOs like to stay under the radar and want to focus on their family rather than who they are,” India said. Speaking of family time: They often travel with their pets, “just because they can.”
Little else gets expensed. “CEOs can splurge big time on hotels, yachts, and experiences when they’re saving a minimum of $75,000 to transport a family of four,” India observed, noting the rough cost of a private jet.
It Takes a Village
For every VIP itinerary, there are “layers of experts” coordinating the logistics, says India. “They have us, an air department [or a team dedicated to booking air travel], and an executive assistant working in unison to make sure everything is exactly they way they like to travel every step of the way.” But having too many cooks in the kitchen isn’t something she worries about. A CEO’s personal assistants prove extra-valuable: One client drinks only O’Douls and has frequent hankerings for crunchy peanut butter; others might like their entire minibar stocked with a particular beverage (think: Coke Zero).
Preferences for air travel can be among the most important to consider. India says some of her regulars might want a particular make and model for their airport transfer (for vanity), some want to be picked up right next to the aircraft (for speed), and others are particular about having two pilots even on a tiny helicopter (for paranoia).
But not every minute is planned. India says her CEOs “like a mix of organized activities and room for spontaneity” on their itineraries, so they have a structured schedule and time to relax.
Loyalty Isn’t Everything
Don’t brag to your boss about your Platinum Elite Marriott Rewards status: Chances are they won’t be impressed. “They don’t care about rewards that offer them amenities or free breakfasts or upgrades—they’d rather book the room they want from the beginning,” explained India.
So does that mean they don’t care about frequent flier miles, either? Sort of. These programs are less valuable for those who tend to fly private, but when the unavoidable commercial flights rolls along, executives “do care about being recognized.” (Privacy, it seems, is less of a concern if it’s what secures a first-class upgrade.)
Bigger Isn’t Better
“Since the way they live normally at home is quite lavish, they love top accommodations,” said India of her guests. The five key things they’re looking for are good light, outdoor space, seamless technology, high-end furniture, and a super-comfortable bed. Specific views (such as the Eiffel Tower or Spanish Steps) might help, too. Square footage is less important: “A good suite is not just about big for the sake of being big,” India explained.
These criteria have shaped India’s shortlist of the best hotels in the world. “In Rome, for example, everyone assumes they should be staying at the Hassler, but I don’t love it personally. It’s great for lunch, but the rooms are highly overpriced.” Instead she books guests into the just-renovated Hotel Eden, where she’s partial to the Aurora Terrace Suite. In Paris, she turns to the penthouses at the Bristol and Plaza Athénée.
As for the rooms and resorts on CEO bucket lists? They include the Brando, a private island resort in Tahiti that was once owned by Marlon Brando; the Four Seasons Bora Bora, whose three-bedroom overwater bungalows are among the best in Polynesia; the AII Royal Suite at the Four Seasons in Lanai, Hawaii; and the private villas at Castiglion Del Bosco, a Tuscan village-turned-Rosewood resort by the fashion mogul Massimo Ferragamo.
From One VIP to Another
India scrutinizes every aspect of an itinerary, from airline routings to the personalities of tour guides. But ultimately she’s not the one executing the services she books. That’s why she assembles a one-sheet of critical details—such things as dietary preferences (allergies, restrictions), an affinity for San Pellegrino over Perrier, a hatred for Jack Daniels, or an addiction to spin classes—and sends them straight to the hotel’s general manager, not the front desk or guest relations team.
“No matter how much hotels say they care about every guest, they tend to lose this type of information,” she explained. This way, she is getting high-powered requests into equally high-powered hands, ensuring that detailed requests such as in-room yoga mats and blenders (for protein shakes) don’t go overlooked. Of her clients’ hyper-specific demands, India says: “I don’t have time for the crap either, so I totally get it.”
Another strategy: booking yachts, villas, and residences instead of traditional hotels. In these cases, she can control the staff-to-guest ratio herself, guarantee privacy, and custom-pick chefs or butlers whom she knows will strike the right chord.
A Predominantly Grateful Crowd
Here’s a shocker: CEOs can be difficult. One hedge fund owner recently sent India a barrage of round-the-clock texts and emails complaining that the weather was too hot in Italy, despite the fact that his family’s activities were all scheduled in the early morning hours. What’s more, India said the 12-year-old kids were as difficult as the parents, with over-the-top criticisms of a luxury spa experience.
This isn’t common, though. India said that by and large, she works with “really nice people who generally appreciate everything.” What is common? Receiving flowers and thank you notes—or even photo books filled with vacation snaps—from happy clients. “It’s thoughtful stuff, not a Ferrari outside my apartment,” she quipped.
Her most appreciative clients prefer a more personal route, opening their homes and inviting India for dinners. “That’s the best thing,” she said. “I never feel looked down upon; I’m being treated as an expert and part of the family instead, and that’s really special. And the next trip we plan for them is even better as a result of getting to know each other.”
| Written by Nikki Ekstein for IndustryWeek || August 17, 2017 |||
Cruising, Pacific Island stays, Sports Tours & more! It's Travel O'Clock 18-8-17 / a snippet of Mondo Travel Deals -
following this link for more details
| Mondo Travel & The MSCTravel Desk || August 18, 20i7 |||
Kel has been organising and escorting groups to sporting events worldwide for the past 40 years! The Melbourne Cup is a personal favourite, and he can't wait to accompany the next group to his 37th Cup event!
So what makes Kel's Melbourne Cup tour package so special? It's the passion, for starters, as well as being accompanied by the legendary Des Coppins, both of whom go the extra mile to ensure tour members have an enjoyable and memorable experience.
In fact, Kel recalls with much delight, one particular tour. He often receives requests to accommodate solo travellers who prefer to share a room and generally tries his best to match up age and personality. On this trip, at breakfast after the first night, Kel was approached by one such tour member who asked "where the hell did you find my room mate?". When Kel dug deeper, it turned out the room mate snored horrendously. Kel offered to find him a single room, but he said he'd give it one more night and see how things went.
After breakfast the following day, Kel approached the gentleman and asked how his night had been. His response had Kel in fits: "No problem. i think i have sorted it." Kel dug deeper and the explanation was: "Being a bit of a night owl, I stayed out longer than my room mate. When I let myself into the room, my room mate was in bed reading. I went to the bathroom and got myself ready for bed ... but before turning my bed light off, I lent down and gave my room mate a peck on the cheek and said 'sleep well, dear'. Well, I slept like a log but I don't know about him - he must have been awake all night because i never heard any snoring!"
While the Melbourne Cup race is obviously the big drawcard, these tours do include a lot more! This year, just some of the tour highlights they have lined up include:
At this stage, there are a mix of folk from all ages booked into the tour, including horse trainers, horse owners and everyday racegoers.
And you may just be on a winning streak if you take the advice of Des' good friend, Brett Davison. Brett is a leading Australian racing tipster, and both he and Des will offer their tips for picking a winner. In fact, their tipping sheets are given to tour members on the bus trip to the racecourse each year. Over the years, they have picked many winners at very lucrative odds!
The tours are always fun, action packed and thoroughly memorable ... will you be on the next one? If you're keen, get in touch soon as spaces are limited!
A Mondo Travel release || August 16, 2017 |||
Fiji Airways has launched Bula Bid, an auction tool that allows Economy Class customers to bid for upgrades to Business Class on international flights. Passengers can bid for an upgrade between seven days and 24 hours before their scheduled flight departure.
Bids can be made at www.bulabid.com using the Upgrade Now auction system. Successful bidders are notified through a confirmation email 24 hours before their scheduled flight and unsuccessful bidders will not be charged. The quantity of successful bids is dependent on a number of factors, including seat availability and the number of offers for each flight.
Andre Viljoen, Fiji Airways Managing Director and CEO, said: “This new product is designed to give our Economy Class guests the chance to enjoy our renowned Business Class experience. Interest among guests for Bula Bid has been extremely high during the soft-launch period, and we are delighted to roll it out formally now across our international networks.”
Successful bidders will experience Fiji Airways’ Business Class product as well as the Business Class airport experience.
As FTE reported last year, upgrade auction tools are becoming an increasingly popular way for airlines to monetise unsold premium seats.
| An FTE release || August 17, 2017 |||
Palace of the Alhambra, Spain
By: Charles Nathaniel Worsley (1862-1923)
From the collection of Sir Heaton Rhodes
Oil on canvas - 118cm x 162cm
Valued $12,000 - $18,000
Offers invited over $9,000
Contact: Henry Newrick – (+64 ) 27 471 2242
Mount Egmont with Lake
By: John Philemon Backhouse (1845-1908)
Oil on Sea Shell - 13cm x 14cm
Valued $2,000-$3,000
Offers invited over $1,500
Contact: Henry Newrick – (+64 ) 27 471 2242
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