Las Casitas del Colca, Hotel Monasterio, Machu Picchu Sanctuary Lodge, and Miraflores Park Hotel

Only Hotels in Peru to be Part of Prestigious Network

PERU (August 06, 2010) – Orient-Express’ Peru collection of hotels earns prestigious recognition by joining The Leading Hotels of the World, Ltd.  Orient-Express Peru accepted the invitation to join the esteemed organization in confidence that this strategic partnership will contribute and further position the Orient-Express collection and Peru as a world-class destination for every traveler. Highlighted as the only hotels in Peru to be a part of The Leading Hotels of the World, Ltd., the Orient-Express Peru collection includes Las Casitas del Colca, Hotel Monasterio, the Machu Picchu Sanctuary Lodge, and Miraflores Park Hotel.

Located in Colca Canyon in Arequipa, Las Casitas del Colca (www.lascasitasdelcolca.com) invites guests to relax in the majestic landscape that surrounds one of the deepest canyons in the world. As a rare jewel of Cusquenian architecture, the Hotel Monasterio (www.monasteriohotel.com) offers guests centuries of culture with unequalled Peruvian hospitality. Known for its exclusive proximity to the Inca ruins, the Machu Picchu Sanctuary Lodge (http://machupicchu.orient-express.com)  welcomes all to indulge in one of the world’s most fascinating mysteries.  Considered one of Lima’s finest hotels, Miraflores Park Hotel (www.miraflorespark.com)  is situated on the edge of the beautiful Pacific Ocean and is ideal for the business and leisure travelers.

The Leading Hotels of the World, Ltd., as its name suggests, brings together hotels that perfectly combine hospitality, comfort and luxury; a characteristic that truly defines Orient-Express. Now, the world’s most discerning travelers can have a luxury travel experience in Peru, entirely with Orient-Express Hotels.  Each hotel is an integral component to the Peruvian collection – with each property evoking a unique environment and travel experience through the most attractive customs and cultural features that surround each hotel.

More From Orient-Express Peru

With the latest reopening announcement of the Hiram Bingham and full PeruRail train service, guests can now experience every angle of luxury that Orient-Express has to offer while visiting Peru. The deluxe train service to Machu Picchu’s Inca Citadel has resumed operations from Cusco to Machu Picchu with services beginning from all stations including Cusco, Poroy and Ollantaytambo. Known for its breathtaking journey through the surrounding landscapes of the Andes Mountains, the luxurious Hiram Bingham departs from the Poroy/Cusco station at 9:05AM and includes brunch for all guests traveling outward. Upon arrival, guests have access to an exclusive entrance into the Sanctuary with an additional guided tour of the Citadel. After exploring the world’s most impressive ruins, the Hiram Bingham departs from Machu Picchu at 5:50PM with guests enjoying cocktails, live entertainment and a four-course gourmet menu on the return journey. For more information on routes, rates and timetables, please visit www.perurail.com.

Additionally, Orient-Express recently announced the acquisition of a fifth property in Peru, the Hotel Rio Sagrado, in the Sacred Valley of the Incas.  The 21 suite hotel, which opened in April 2009, is a rustic two-story property set in beautiful gardens overlooking the Urubamba River.  With an imposing mountain backdrop, Hotel Rio Sagrado is three kilometers from the town of Urubamba and fifteen minutes from Ollantaytambo, home to an important Inca village and fortress, as well as the main PeruRail station stop en route to Machu Picchu.  The hotel has eleven deluxe and ten junior suites plus two 250m² villas, constructed from natural stone and woods such as eucalyptus and cedar, with marble and onyx bathrooms and flagstone terraces.  Its 230m² spa has a large treatment room with views of the mighty Urubamba, indoor and outdoor Jacuzzis and a sauna.

For rates, reservations or additional information call (800) 237-1236 or visit www.orient-express.com.

About Orient-Express Hotels:

Orient-Express, (NYSE: OEH, www.orient-express.com) the name behind an elite collection of travel experiences, first came into being in 1883 as one of the world’s most exciting and indulgent train journeys.  Today those same two evocative words also embrace hotels, cruises and other luxury rail adventures in 25 countries, across five continents.  The Company has offered exceptional luxury travel experiences since 1976, when it first purchased Hotel Cipriani in Venice and then shortly afterwards, recreated the celebrated Venice Simplon-Orient-Express, linking London, Paris and Venice, along with other European cities.  Today, the company owns or part-owns and manages 50 businesses, 41 of which are highly acclaimed hotels, each unique in style, from the Mount Nelson in Cape Town and Rio’s Copacabana Palace, to the Grand Hotel Europe in St. Petersburg and Maroma Resort & Spa on Mexico’s Riviera Maya.  There is a restaurant, ‘21’ in New York, as well as two river cruise operations and six luxury trains.

GLAMPING!

Where HAVE we been?  Is it possible the GLAMPING trend nearly passed us by? Maybe so, since our first glimpse of glamps occurred in this month’s AARP magazine.  Glamorous camping there was described as combining “the splendor of the great outdoors with the comfort of a top-tier hotel.”

In Google retrospect, we see that USA Today and ABC News both covered this altLuxury style of camping as early as 2007.  And in 2008 New York Times’ Green Traveler described glamping as “camping but not quite.”

Offering a business model perspective, Mark Penn in the Wall Street Journal described this updated and upscale visit to the outdoors in August 2009.  For those wishing to enter the hospitality industry, he opined, start-up costs could be minimal as undeveloped land may be available at low cost and accommodations can be mobilized as necessary.

In fact, we did glamp before we knew glamping was cool.  Our initiation was at Safari West in California’s Sonoma County.  We chose to celebrate a special birthday in one of the resort’s luxurious yurts, where you “wake up with the sounds of Africa echoing in your dreams.”  Really!  From our yurt-pad we looked out at the giraffe family and were only steps away from the tropical bird refuge.  A two-hour safari the day before had introduced us to the many other wild animals usually found in far more remote regions of the world. We had to pinch ourselves to remember that we were in Northern California!

Glamping, aka “Comfy Camping” or “Boutique Camping,” is indeed a worldwide phenomenon.  Vacations may offer kayaking, climbing, hiking or fishing, in sun or snow, sea or mountains, northern or southern hemispheres, for singles or families.  The common threads are the haute cuisine, luxurious linens, superior service offered by those providing the glamping experience.  Many carry coveted ratings from the likes of National Geographic or Conde Nast.

Inherent in most of these wilderness luxury vacations is a certain greenness.  Chefs offer locally grown ingredients in their riverside feasts.  Far and Away Adventures, based in Sun Valley, ID, posits that their river trips with personal concierge service, massages, award-winning wines and organic food are also carbon neutral.

For more information, visit goGlamping.net a complete directory of luxury camping experiences.

Two prototypes are the first of their kind in Yosemite National Park

Yosemite National Park, CA – April 2010 – Yosemite Lodge at the Falls, a popular year-round lodging destination in the heart of Yosemite Village, unveiled today two prototype guest rooms on the cutting edge of environmentally-friendly interior architecture and design. The two rooms at The Lodge are the first of their kind in Yosemite National Park.

Reflective of Delaware North Companies’ award-winning GreenPath® environmental stewardship platform, the two eco-friendly guest rooms were designed with an eye toward an eventual roll-out throughout the Lodge’s 245 rooms. Every design selection, from insulation and paint to textiles and light fixtures, was evaluated based on its proximity, sustainability, recycled content and resilience. The prototypes offer an opportunity for Delaware North Companies and the National Park Service to evaluate the success of the overall design, research the durability of eco-friendly products and gather guest feedback from those who stay in the rooms. An additional goal is the eventual certification of Yosemite Lodge at the Falls as a LEED (Leadership in Energy and Environmental Design) and Energy Star property.

“A great deal of research and technology is integrated in these rooms, most of it working quietly just beneath the surface,” said Keith Erikson, General Manager of Yosemite Lodge at the Falls. “Our guests won’t notice many of these elements, but when they cross the threshold and drop their bags, their rooms will be welcoming, comfortable, affordable and, we hope, inspiring.”

In designing the prototype eco-friendly rooms for Delaware North Companies Parks & Resorts, Richard Kollath and Edward McCann of Kollath McCann Creative Services considered each element of a standard hotel guest room and found a way to make it as eco-friendly as possible. The following outlines every aspect of the guest rooms, and can double as a resource guide for those looking to incorporate green design elements into their home living environment.

Room Entry
A new electronic key card entry system integrates with the room’s energy controls, using a lock that requires 50% fewer batteries than older locks, with the batteries lasting for nearly four years. After unlocking the room, the guest places the key card in a wall slot just inside the door. With a faint click, the key card activates select circuits that power lighting and electronics. When the guest removes the key from the slot upon leaving, the room reverts to its unoccupied, energy-saver state, automatically reducing the demand for power to circuits that feed the television and accessory lights. (Coupled with a wireless sensor, this approach to energy management has been shown in European hotel case studies to reduce demand and energy expenses by upwards of 40%.)

Insulation
The blown-in cellulose now in the walls of the two prototypes at Yosemite Lodge increases heating and cooling efficiency and reduces sounds from adjacent rooms. With an R-value similar to fiberglass but nearly three times as dense, the insulation is made with locally available materials – up to 85% recycled newspaper and 15% boric acid as fire retardant – and has the highest recycled content of any insulation available.

Windows
Inefficient single-pane and jalousie windows have been replaced with double pane windows that will help guests feel warmer – or cooler – while conserving energy. The exterior aluminum cladding has a baked-on, electrostatically applied paint finish, minimizing the need for future maintenance.

Water
Toilets alone account for nearly 30% of indoor water consumption; older, inefficient toilets, faucets and shower heads are responsible for most of the water wasted in American homes and hotels. The new shower and bath fixtures in the Yosemite Lodge prototype rooms are high-performing, water-efficient models that will save nearly 5,000 gallons of water each year, using just 1.28 gallons per flush.

Lighting
Handsome new steel wall sconces, pendants and floor lamps in the guest rooms were manufactured in nearby Washington. All use energy-saving compact fluorescent bulbs, which use one-third the energy and last roughly ten times longer than standard incandescent bulbs.

Paint
The rooms are painted using California-based Kelly-Moore paints with low- and zero-VOC (Volatile Organic Compounds).

Flooring
With fibers produced in part from recycled plastic bottles and a backing derived from old tires, the carpet tiles in the guest rooms add warmth and comfort underfoot with a small carbon footprint. The 12-inch porcelain tiles used in the vanity and bath areas contain 40% recycled materials and will provide many years of service.

Vanity & Countertop
Produced just outside San Francisco, the countertop is made of 85% glass collected from curbside recycling bins. This striking surface alerts guests that there’s something different and special about their room, especially when paired with drinking glasses made from wine bottles. Additionally, wall-mounted soap and lotion dispensers eliminate clutter and waste.

Furnishings
Richard Kollath designed a line of Old Hickory furnishings unique to the green rooms at Yosemite Lodge at the Falls featuring distinctive, inset bow tie joinery. Like other Old Hickory furnishings and accessories in the Yosemite Valley, this rustic, durable collection is made using mid-western hickory saplings – the hardest wood in North America (30% harder than oak) and a renewable source that continually re-sprouts from the same stump. Produced in a factory employing sustainable practices and water-based glues, Old Hickory furniture has lasted for decades in hospitality settings.

Television
The 40-inch flat-screen SONY Eco Series HDTV selected for the guest rooms features a high-efficiency HCFL backlight that provides optimum brightness and reduces power consumption up to 50 % in comparison to Energy Star requirements, using only 90 watts, which is as little as an incandescent light bulb. The television’s Presence Sensor detects when a guest has stepped away from the TV and turns the picture off. If after 30 minutes the sensor still doesn’t detect movement, the set turns off completely. And, an energy-saving switch reduces power consumption of the TV to zero when the set is turned off.

Recycle Caddies
Kollath McCann’s prototype divided recycling caddies were also made by Old Hickory.

Bedding & Linens
The American-made, 100% organic cotton sheets were produced in a solar-powered factory in Rhode Island. The bed’s blanket cover, throw and window drapery are made from washable cotton matelasse.

About Delaware North Companies Parks & Resorts at Yosemite, Inc.
The Ahwahnee, Yosemite Lodge at the Falls and Wawona Hotel are operated by Delaware North Companies Parks & Resorts at Yosemite, an affiliate of Delaware North Companies and an authorized National Park Service concessioner overseeing lodging, dining, guest recreation activities and transportation services in Yosemite.

About Delaware North Companies
Delaware North Companies is one of the world’s leading hospitality and food service providers. Its family of companies includes Delaware North Companies Parks & Resorts, Delaware North Companies Gaming & Entertainment, Delaware North Companies Travel Hospitality Services, Delaware North Companies Sportservice, Delaware North Companies International and Delaware North Companies Boston, owner of TD Garden. Delaware North Companies is one of the largest privately held companies in the United States, Canada, the United Kingdom, Australia and New Zealand. For more information, visit www.DelawareNorth.com.
|
About GreenPath®
GreenPath®, which began in Yosemite National Park over a decade ago, has since expanded to Delaware North Companies’ 200-plus venues across the world. A sophisticated environmental stewardship program actively engaging employees at every level, GreenPath® ensures environmental considerations are incorporated into all business decisions. The program’s initiatives are showcased in comprehensive recycling, composting and other waste-diversion programs, energy and water conservation, employee and guest interpretation and education, sustainable, local and organic food policies, strategic planning and partnerships, product purchasing and fuel consumption. As a result, Delaware North Companies is one of the first hospitality companies in the United States – and the first operating in a national park – to earn 14001 environmental management registration in the International Organization for Standardization (ISO), a worldwide federation of national standards from some 140 countries.

Luxury Hotel Group Invites Travelers to Take Home More Than Just a Photo on Their Next Vacation

TORONTO, February 2, 2010 – The need to acquire knowledge, perfect a new skill, or further a particular interest directly influences the choices we make and contributes to a happy and healthy lifestyle. But why let learning stop while on vacation? Travelers seeking inner fulfillment and a little self-improvement can check in with Apprentice-Trips by Fairmont, an innovative collection of experiential packages that help guests acquire a talent, brush up on a favorite hobby or just learn something new.

Consumer research from the Ypartnership, a global marketing communications agency specializing in travel, reveals that almost one out of every three affluent travelers now wants to learn a new skill or activity during a vacation, while a recent focus group of Fairmont Hotels & Resorts’ most frequent guests indicates more than 70% of those surveyed want to get outdoors and participate in programming that includes a learning element.

In light of these findings, Fairmont Hotels & Resorts fashioned the Apprentice-Trips by Fairmont program. Whether it’s learning a second language, following how a governmental bill becomes a law, appreciating how the nose affects the brain, or mastering the ancient art of falconry, Apprentice-Trips by Fairmont provide experiences that can transform that next vacation into a skill for life. Offerings include:

· The iconic Fairmont Le Château Frontenac is the perfect home base to discover the unique character of Quebec City. With the hotel’s “Parlez-vous français?” French Immersion Package, travelers have an opportunity to learn or refine their French language skills while exploring one of North America’s most dynamic and vibrant locales. Package includes seven nights accommodation in a Fairmont room, five private French courses with a local linguist (3 hours/day), daily buffet breakfast, a guided city tour in French, a tour of the historic Chateau in French, and a welcome delivery including a souvenir French book and fruit basket. Rates start from $435 CDN per night.

· Beer lovers can rejoice at The Fairmont Copley Plaza, Boston. The hotel has partnered with Samuel Adams to offer an exclusive brewery experience. In addition to overnight accommodation, the Samuel Adams Behind the Scene Boston Brewery Package includes a private tour of the brewery followed by a private tasting of Samuel Adams Boston Lager and limited edition beers in the brewery’s barrel room. Guests then return to the hotel’s celebrated Oak Room for a three-course beer-pairing dinner prepared by Chef Stefan Jarausch and hosted by a Samuel Adams beer expert. The package also includes an in-room Samuel Adams “Bucket of Cheer” amenity. Offered January-May and September-December, rates start at $429 USD per night.

· Admiring the Sheikh Zayed Grand Mosque across the creek from Fairmont Bab Al Bahr in Abu Dhabi, one can see that this city is overflowing with Arabic tradition and culture. In honor of Emirati heritage and the falcon, the national bird of the UAE, Fairmont Bab Al Bahr’s Heritage Takes Flight package allows guests to learn more about traditional Bedouin beliefs while mastering the skill of Falconry. Package includes four nights of luxurious accommodation, two consecutive half-day falconry demonstrations and a tutorial, hands-on interaction under close supervision of the falconer, and a guided tour of the Sheikh Zayed Grand Mosque, the largest mosque in the United Arab Emirates. This four-night package starts from AED 9,000 and bookings must be made 10 days in advance of arrival.

· According to the U.S. Constitution, only three steps are necessary for a bill to become law. The Fairmont Washington, D.C. will help you know the players and the process with the hotel’s new How to Pass a Bill In Washington Package. The package includes: pre-arrival tips from a federally-registered lobbyist on how to craft your agenda, a suggested itinerary, overnight accommodation for two adults and two children, a welcome amenity of the U.S. Constitution or the Declaration of Independence and a mini American Flag. The How to Pass a Bill in Washington package starts from $209 USD per night on weekends and $399 USD through the week.

· At The Fairmont Monte Carlo in Monaco, learning “nose” no bounds thanks to the Magic of Aromachology. With this exclusive experience, guests learn the sense behind scents under the expert guidance of a master perfumer. From discovering exotic oils and a wide variety of aromatic techniques to finding out how and why perfumes and other scents affect our emotions and behaviors, fans all of things fragrant will not be disappointed. Full package inclusions consist of two nights accommodation, an aromachology workshop in the Galimard perfumery of Eze Village, a 60-minute aromatherapy massage for two at the Willow Stream spa, and daily buffet breakfast. Available year-round, rates start from €513 per night with a two-night minimum stay and seven-day advance booking required.

· The grass is greener at Fairmont with its new Tees to Greens experience offered at The Fairmont Banff Springs (summer) and Fairmont Scottsdale (winter). Perfect for golfers and green thumbs who’ve always wondered how world-class golf courses keep their grass healthy and ready for play, Tees to Greens provides an in-depth look at innovative landscaping measures such as grass maintenance, turf management, conservation practices, new technology, equipment and other trade secrets. Guests are taught useful on-course techniques such as the proper way to rake a bunker, how to repair ball marks, and how maintenance practices can affect game strategy. Not wanting it to be all work and no play, the package also includes nightly accommodation and one round of golf per person, per day. Available on weekends throughout the summer, rates at The Fairmont Banff Springs start from $799 CDN per person, per night. At Fairmont Scottsdale, pricing starts from $391 per person, per night through April 30, 2010.

· Montreal is not just a great city; it’s an island city and a surfer’s paradise! Adventurous guests looking for their next big challenge should forgo widely known haunts and catch a break riding Big Joe, the world’s tallest standing wave, just minutes from downtown. With Surf’s Up Montreal , Fairmont The Queen Elizabeth lets travelers in on one of the city’s best-kept secrets. Hidden behind Habitat 67, three permanent waves in the St. Lawrence River give awesome thrills to all surfers, beginners and pros alike. Package includes two nights accommodation, one day of surfing lessons with a pro from Kayak Sans Frontières (KSF), where guests learn the basics of river surf at two locations in Montreal, surf equipment rental, daily buffet breakfast and a take-out snack to keep energy levels up. Available from May 31 – September 1, 2010, this two-night experience starts at $379 CDN per night. Valid only on Fridays and Saturdays.

· A visit to The Fairmont Sonoma Mission Inn & Spa should be on the agenda for oenophiles looking to further their appreciation of wine. With the resort’s Sommelier Experiential Package, travelers get hands-on to fully discover the wines and locally inspired cuisine of this famous region, discover an assortment of sommelier secrets, and enjoy some expert tutelage on the next wave of up and coming wines. Package includes a signature wine and cheese amenity upon arrival, two nights accommodation in a suite, daily breakfast, VIP tour to Benziger Family Winery, wine-paired Chef’s Tasting Menu dinner for two in the Michelin-star Santé, and a sommelier-led tour to two local wineries. Available through August 2010, rates for this two-night experience start at $1,235 USD. This package must be booked two weeks in advance of arrival and a deposit of $625 USD is required at the time of booking.

· At Fairmont’s newest hotel in Vancouver, guests with a sweet tooth can bake their cake…and eat it too! At Fairmont Pacific Rim, baker wannabes can enroll in a private desserts class geared exclusively to their culinary level with the hotel’s Sweet Designs Package. Offer includes a consultation call with the hotel’s pastry chef, a tour of the scratch kitchen, four hours of private instruction in the pastry shop or climate-controlled chocolate shop, and a personalized chef’s jacket. The icing on the cake? Guests take along their creations to enjoy at home. Priced at $299 CDN per person, reservations are required and can be made by calling the hotel’s Catering Department at 604-695-5452. Room rates start from $229 CDN per night.

· When it comes to throwing the ultimate spa party, leave it in the hands of the experts at the Willow Stream Spa at The Fairmont Turnberry Isle Resort & Club in Miami to do it with aplomb. This official girlfriends’ headquarters has introduced a new Gal Pal offering to teach ladies how to create their own B.F.F. – Backrubs, Facials & Foot scrubs – Spa Night with interactive demonstrations from leading therapists. As part of this fun educational experience, guests get hands-on to learn proper massage, facial and exfoliating techniques and receive a take-home gal pal party pack that includes spa and smoothie recipes, a list of suggested BFF Spa Night themes and a box of angel cards. Out-of-town guests can turn their Gal Pal experience into a girlfriends’ getaway with spacious rooms starting at $399 USD through April 14; $299 USD from April 15 through May 31; $179 USD from June 1 through September 30; and $299 USD from October 1 through December 19, 2010.

· Experience the architectural prowess of one of the Middle East’s most dynamic cities with a package that combines the best of hospitality excellence and the soaring feats of the world’s tallest building – Burj Khalifa. With Fairmont Dubai’s new Fairmont City Towers package, guests enjoy a helicopter tour highlighting the newly debuted Burj Khalifa, the Palm Jumeirah and the history-rich Dubai Creek, followed by a lively discussion on the current building phenomena in Dubai with Jeffrey Roberts, editor of Middle East Architect magazine. While discussing the latest trends in the industry, including building sustainability and cultural projects in the region, guests will enjoy a private dinner in one of the hotel’s recently refurbished penthouse suites. Package also includes two nights accommodation in a suite and admission for two to the ‘At the Top’ tour from level 124 of the Burj Khalifa. Priced at AED 5490++ (approximately $1,500 USD), this two-night package is valid through December 30, 2010.

· Environmental consciousness and “malama ‘aina” (taking care of the land) are on the curriculum at The Fairmont Kea Lani, Maui. With the hotel’s new Eco-Learning Package, guests start by choosing one of five eco-learning activities helping to preserve Haleakala National Park – discovering the history of this spectacular volcano, maintaining a beautiful oceanside trail, learning all about organic farming in a rainforest by becoming a helping hand, removing invasive species near some of Maui’s remaining sand dunes, or helping preserve Hawaii’s archeological sites by planting native species. Guests also enjoy three nights of suite accommodation, a cultural walking tour of the hotel, a three-course sustainable dinner for two, a tote bag made from recycled materials and a reusable water bottle as a welcome amenity. Guests may also participate in the hotel’s complimentary Hawaiian Canoe Experience and learn not only the basics of outrigger canoe paddling but also the significance of paddling to Hawaiian culture. Available year-round, package rates start at $419 USD per night.

Guests can visit http://www.fairmont.com/promotions/apprenticetrips for a full list of Apprentice-Trips by Fairmont experiences. All Apprentice-Trips by Fairmont packages are subject to availability, priced per room, per night, exclude taxes and are based on double occupancy unless noted otherwise. Prices quoted are in local currency. For reservations, please visit http://www.fairmont.com, call 1-800 441 1414 or contact your local travel professional.

ABOUT FAIRMONT HOTELS & RESORTS

A leader in the global hospitality industry, Fairmont Hotels & Resorts is a celebrated collection of 59 distinctive hotels, which includes iconic landmarks like The Fairmont San Francisco, Fairmont The Norfolk, Nairobi and Canada’s Fairmont Banff Springs and more than 20 new properties in development, including London’s The Savoy and the Fairmont Peace Hotel in Shanghai re-opening next year following extensive restoration programs. Fairmont hotels are one-of-a-kind properties where sophisticated travelers can discover culturally rich experiences that are authentic to the destination. Situated in some of the most exclusive and pristine areas in the world, Fairmont is committed to responsible tourism and is an industry leader in sustainable hotel management with its award-winning Green Partnership program.

Fairmont is owned by Fairmont Raffles Hotels International, a leading global hotel company with 94 hotels worldwide under the Raffles, Fairmont and Swissôtel brands. The company also manages Fairmont and Raffles branded Residences, Estates and luxury private residence club properties. For more information or reservations, please call 1-800-441-1414 or visit www.fairmont.com.

This is Part I of a series of interviews with Graham Kos regarding his role with the Destination Club previously known as the Solstice Collection. – Ed

Remind our readers about what the Solstice Collection was, and what it meant to you and to the members at first.

Our model was small to begin with – our original plan at the outset was to have 7 exceptional homes and 42 members. I originally found the destination club industry compelling as, for the first time, it presented a real estate investment model that allowed you to purchase a category of real estate ( high end second homes ) which historically had the greatest appreciation over time but typically was not acquired for strictly investment purposes. In addition, it was a uniquely fun and creative project that took you to the most beautiful locations in the world.

In the beginning, I had an extremely small but very effective team. I did not hire my first “employee” for the company until year three. I did not take a salary for myself the first two years nor did the company have an office during this time. We were able to accomplish quite a bit with a very small budget. Our secret weapon was my wife, Shay, who did all the design work for Solstice. It was her style, her vision, her way of living that we were selling.

We had great PR, and we received many awards – Best of the Best for three years from Robb [Report], and two years from Business Britain. We raised our rates to the highest in the industry, we bought more properties, our credit lines were solid, and things were going well.

To us, Solstice was more than just a business venture – it was a vision; a way of seeing and indeed a way of being. It also fulfilled a need that I saw consistently with those who I knew were on the UHNW [Ultra High Net Worth] level: to travel in the most elite, seamless manner possible – and not with a lot of extra services by the way! We wanted members to have a real second home experience and with homes that had soul, a story, reflected by great interiors. Where other clubs had a very generic approach to interior design, we had furniture from the best European design houses, original art and sculpture, all hand picked from French flea markets in Paris and Lyon, or made specifically for us. Each item reflected the Solstice vision. We had a Villa in Florence whose façade was created by Michelangelo, a residence deep in the Amazon rain forest, a home in Aspen, designed by a famous young architect, Scott Lindenau, and our newest property, the home in Napa, that took about four years to build, as each stone had to be removed from an old Pony Express office in Texas, and brought here to [the] Napa Valley. I co-architected the home, and Shay did the interiors.

One of the greatest challenges along the way was balancing sales and profitability with the original vision of quality and uniqueness – these two concepts are often at odds in a business proposition and balancing these two somewhat conflicted concepts was one of the underlying issues of contention with the Parallel Group.

How did the merging and de-merging with Parallel affect the structural integrity of the Solstice collection?

We had very high hopes at the time of the Parallel merger. At the time they were a new high end destination club competitor, and we thought that merging would give our members and their members more access and variety of high-end homes. We thought also economically it made sense, but in the end, their focus – making Solstice into a much larger club – and ours, doing so without sacrifice to the quality and uniqueness – just did not jell. We also believed that with the merger additional monies would be invested to expand the portfolio and subsequently that did not happen. So, with the help of a Swiss investor who provided the money to de-merge, we de-merged. This was a necessary step, but it began a process where the de-merge circumstances began to control us, we did not control them.

After the de-merge in May of 2008, ironically, other things became clear but also painful. We took back management of the club in June and then spent the first 90 days closing our Scottsdale office and dramatically downsizing management. A month later Lehman went bankrupt and our phones literally stopped ringing. Our business model was not fundamentally different than others in the industry and it required a certain amount of sales to support the development side of the business. The combination of an abrupt end to sales, and mounting membership redemptions caused great stress to the model. As difficult as these issues were to deal with an even more daunting issue was our main credit facility – the Fortress debt – was coming due at year‘s end, and our lender, like many others at that time, was calling every loan they could (our interest rate had no floor and was yielding just 3.5% – not a terribly attractive yield to a hedge fund). The environment for new lending was extremely difficult at the time.

How did the decline begin, and when did Solstice declare bankruptcy?

2008 was a difficult year as for many reasons, potential members just weren’t committing to Solstice, even though many loved the idea. In the beginning of the year our unwinding from parallel seemed to distract from our core sales efforts. We remained optimistic that once past this distraction things would return to normal – they did not. I was asked by certain members of the advisory board to step down in November of 2008. I agreed to do this, despite my misgivings, on the condition that they provide me with a viable plan to retire or replace our existing credit facility coming due at year end. After all I was personally liable on the debt. I actually never received an official response to that proposition as a few days later, after employees left the office one by one , I was informed by a third party in my now empty office that I had been removed by the board. In March of the following year Solstice declared bankruptcy.»

Could you explain the relevance of the Fortress debt and how that impacted – both positively and negatively – the fate of Solstice?

Fortress is a hedge fund and manages private investments. They provided a $50M credit line for Solstice in the summer of 2006. We were allowed to draw 40% of the cost of homes, furnishings and closing costs with that credit line.

At the time we placed the debt Fortress was a new player to the space. Prior to our securing this debt only Textron and Capital Source were lending in this area. From the outside looking in I am sure that this financing would appear to be simple but the reality was that you were purchasing and lending in many different countries – all with different laws regarding lender and borrower rights. At the time we secured this financing it provided the lowest cost and greatest flexibility of any facility that I was aware of in the destination club market, including all the largest clubs. But then again, the Fortress debt was one that our Member Advisory board eventually had issues with: they suggested it was a mistake to fund long-term assets with short-term debt. Like we didn’t know this? The reality was this completely ignores the fact that no long term debt was available in the marketplace at that time (after all, this was a new and unproven industry). Another suggestion I have heard put forth is we took out the line of credit knowing we could never pay it back. That is so ludicrous – I don’t even want to discuss it.

I tend to focus on the bottom line and as it relates to financing the bottom line is no new third party financing was ever put together by the new management last year save the club. I believe now, as I did then, that it was extremely reckless to take control of the club with no plan in place and no past experience to fully understand the all the challenges the club faced.

Part II will be Published Soon.. -Ed

“This is a completely different economic climate, and therefore a completely different marketing, sales and PR climate as well, “says Luca Franco, President of Luxury Leisure Properties International (LLPI). “We have already created many successful mixed-use products in the past, and now we are moving creatively forward with our newest project, Vallarta Gardens, on Banderas Bay near Puerto Vallarta.”

It is no wonder Luca is proud. Even in this capricious economic climate, the Vallarta Garden’s launch in mid December 2009 has created major buzz. Its location is on Banderas Bay, a peaceful body of water that spans about 40 miles, and is protected by the Sierra Madre mountains. This area is known as the Nayarit Riviera, located on the Pacific, non-Hurricane side of Mexico, midway between Puerto Vallarta and Punta Mita, near a picturesque town of La Cruz de Huanacaxtle.

“And this beachfront getaway is much more than the phrase implies..” Luca comments, “It is a boutique resort, with many luxury amenities. A few minutes away from the residences owners have access to Jack Nicklaus and Tom Weiskopf signature golf courses. There is also is a yacht on the property for owners and members to use. Sportfishing and pleasure cruising are just two of the great amenities here. And then there is the spa… on the beach!”

Vallarta Gardens combines fractional, full ownership and basic vacation rental structures. The homes themselves are between 3,500 and 5,000sf, four and five bedrooms respectively. Pricing starts at $80,000 for 1/13 share.

Luca is one of the few people in the luxury fractional industry whose international reputation is widely known and respected. Multilingual, multicultural, and of European descent, he has been involved in finding and creating successful fractional projects for the past decade. He puts teams together that define the who’s who of the fractional interest industry. Jim Marmorstone, Lisa Manley, Sarah Rezak, Andrew Berry, Daned Kirkham, Eric Pierce and others who are very well-known as the best of the best when it comes to negotiating, sales, and marketing, now consult for the various LLPI projects.“ We have hand picked the best in the fractional field, and can call on them anytime to create new strategies for each of our projects.”

LLPI is an international advisory and management company servicing developers and investors in luxury mixed-use hotels & resorts. Luca said: “Our aim is to maximize value for the hospitality real estate asset,” said Luca, “and this is done by applying creative strategies toward the leisure real estate product. In turn, we can drive significant synergies between the different hotel and resort components.”

LLPI is working in partnership with Valhalla group, with its visionary president Preben Vestdam, in EMEA (Europe, Middle East and Africa) to deliver a consistent global product line — sharing resources, know-how and operating processes & procedures.

LLPI has also established a preferred alliance with Strategic Hotels & Resorts, a leading owner, developer and asset manager of luxury hotels in North America and Europe. SHR is viewed as the pioneer and “blue chip” of hotel and resort asset management with its leading edge systems — setting the standard for operators and owners alike.

One of the more fascinating aspects of Vallarta Gardens is the marketing decision to include a major emphasis on the Mexican market. As Luca says, “We are, of course, vitally connected to the American and pan-Asian market as well, but we know that Vallarta Gardens is only three hours away from Guadalajara, Mexico, with nearly 5 million people, and we believe that many of them want and need a beachfront getaway.”

Luca pauses, then says, “Actually, we all need a beachfront getaway, and Vallarta Gardens combines the best of both. It is a true sanctuary.”

www.llpi.us

An Optimist sees opportunity in every difficulty — Winston Churchill

To many in the fractional interest and the destination club industry(s), this year has been the definition annus horribilis, a year most horrible, in the sense that the economy is flat, consumption has become more conscious than conspicuous, and lenders are not lending. It was projected to be, and actually was, the perfect storm of horror for developers on one end and buyers on the other. However, toward the end of this year, a few green shoots of hope have been popping up here and there, giving rise to some of the most reputable consultants, sales and marketing people and all around seers giving their thoughts on what happened this year and what’s to come.

Bill Orwig – Director of Sales, Pond Bay Club, St. Johns

I have been in fractional sales for the past ten years, having started selling the very first fractionals in Deer Valley, Utah. This year has been quite flat and really depressing. But I am convinced, especially after speaking to many this year, that the need is still there. Over the years, having worked with clients at the Villas at Rancho Valencia in Rancho Santa Fe, California, The Rocks in Scottsdale and Pond Bay on St John’s, the need for the fractional is still there! But sales people have to be hired who have the ability to help the potential member/owner to overcome fear of the economic unknown, and guilt at buying something that is beautiful, and will provide pleasure for years and years to come. So, I am cautiously optimistic. I have heard there were seven sales at the Residences at Mission Beach this past fall, there were some sales at Old Greenwood in Lake Tahoe. There have been sales with the Timbers Company properties also, so not everything is flat..

Daned Kirkham – Fractional Sales Consultant

The fractional idea still interests people, and many want to buy, I speak to them all the time! It is just that the new idea “bloom” has worn off, so we as salespeople and consultants have to help those who sell second homes to give the fractional idea a more viable chance, through educating them as to what the fractional idea really is.

Meadowood, though not a true fractional, has been very successful here in Napa because the members can buy fractions of the vineyard and have their own wine and label. It is a club idea, with fractional purchases attached. These types of themed fractionals may be one of the waves of the future.

Wally Hobson – Hobson Advisors

I recently met with some bankers and developer/investors in Chicago, who helped me see a financial reality that I, and others also, were unaccustomed to seeing – how extremely complicated it is now, and will be for eth near terms, probably until first and second quarters 2011, for developers to get loans from banks, as bankers now must personally guarantee a loan will be paid in a defined period of time. Most bankers, according to those I met with, never personally guarantee loans for anything or anyone. It has historically been too risky, and now it is untenable.

What will happen now and in the future? Well, projects in Mexico are doing well. That’s because those projects are selling to the high-end Mexican population – one that is an interesting group. They do not have the uncertainty that the Americans have nowadays. They have other problems – drugs wars being the main one – but they do not have a deeply uncertain, recessed economy. Consequently, they are not as fearful in buying fractionals as Americans right now.

With that said, there are a few successful fractionals in the US right now. I heard of one, The Meriwether Ranch in Montana, that was selling quite well. But in general, as our economy becomes more stable, as consumer trust in the economy becomes stronger, so will fractional sales.

Jim Whitteron – President, Spring Creek Partners, Sales and Marketing Director, Capella Pedregal

Capella Pedregal has been exceptionally successful, even though sales have slowed somewhat in this new economic reality. This year and next, we have learned something new: that in order to adjust to the New Normal Part 2 (The “New Normal (1)” was a phrase coined post 9/11) we had to create new marketing ideas that were completely different from those of last year. In addition, our strategic alliance with Ultimate Escapes has been very successful.

What do I think about 2010 and beyond? I have some optimism that the industry will come back, but very slowly. Gone are the good old days when sales people were order takers. Gone are the days when people would write their checks after looking for a few minutes at the project.

Luca Franco – President of LLPI, Luxury Leisure Properties International

This year has been very difficult for everyone, but here and there are some fractionals that have been selling well. We manage the Four Seasons Residences in Punta Mita, Mexico, and there have been excellent sales there. The brand, of course, is exceptional, but the property is spectacular also. Slow, but picking up, Four Seasons Punta Mita has done very well this year.

I see 2010 as full of creative possibility. We are re-launching another of our projects in Mexico, Vallarta Gardens, in December. We have generated quite a bit of interest, and much of our marketing will target those who live in Mexico. Vallarta Gardens in Puerto Vallarta is a few hours from Guadalajara, a large city of ten million. In this economy, we have learned to use new strategies to market and to sell, and we have been successful. We must use new ideas for this new economic reality.

Eric Pierce – President, Pierce Group, LLC

Here are some standard answers for poor sales performance in 2009:

1) Consumers can’t afford to purchase second home real estate anymore because they took such a hit in their savings and retirement accounts.

2) Consumers can’t justify the expense right now because they are still worried about market turmoil and the possibility of values dropping further.

3) I even heard one example of someone who said they wouldn’t buy because it would look bad to their friends; i.e. “rubbing it in their faces”… whatever, not buying that one.

4) There is no consumer financing for fractional and until that comes back, nothing will sell.

But here is one that we don’t hear about:

The more difficult it is to sell, the more developers push super incentives and price breaks with sales people hammering the phones and email all day long to a point where they have offended the prospect. These tactics have been around for decades and are a recipe for disaster. What sales organizations have not done is provide methods to reduce buyer risk. I spoke to someone in Telluride recently and they said Franz Klammer fractional re-sales have been somewhat steady this year. This is because the development is sold out so there is very little risk. In July of this year, the Aspen Times reported that “fractional sales are carrying the market right now” with a 23% increase from the first half of 2008. So, instead of adding price breaks or trying to find financing for something that is already heavily discounted, developers should have been wowing their prospects with experience and lifestyle and using tools that reduce risk.

What will happen it 2010?

We should continue to see slower sales pace for the next 6 to 8 months but I’m optimistic for the start of a rebound in Spring/Summer of 2010. The high-end buyer will have been sitting on their hands (and wallets) for two years by then and will be anxious, especially as the stock market continues to correct itself. One point of caution however is primary home values. If they continue to remain stagnant, fewer buyers will have equity line opportunities that they can use for a new fractional purchase.

Developers without finished product will continue to struggle next year. We still have a glut of completed inventory on the market at very low prices. Furthermore, preview stays have becoming very popular and help bring in additional revenue to developers not to mention a strong audience of affinity buyers, so those developers without the completed inventory will be at a severe disadvantage.

Fractional sales should be the leader in the resurgence of resort real estate sales. We should start to see an emergence of new risk mitigation products and services for the industry which will help kick start sales again. When the perceived risk is reduced or eliminated and the market comes back the industry will take off.

Full ownership transactions might regain a little bit of the momentum they once had but definitely nothing like we saw in 2004 and 2005. It is just not practical for the majority of the vacation population. Due to the lack of demand for full ownership there will likely be fewer investment buyers as well for the foreseeable future.

Calistoga Ranch is one of the few seasoned private residence clubs in the California wine country. In keeping with the rich heritage of the area, the club features an on-site vineyard and wine cave where owners and guests can immerse themselves in the wine culture of the area.

Calistoga Ranch architect Scott Lee knew that Calistoga Ranch needed to reflect a well-defined, natural organicity. “Our charge was to create a private retreat, a sanctuary celebrating what Napa Valley is all about – food, wine and nature. We designed and individually placed each of the more than 200 structures on the site not only to avoid cutting down the 100-year-old heritage oak trees but also to integrate them into our design.”

Lee and his team focused on the tradition of outdoor living by creating what he calls the campground legacy. Each guest lodge is its own camp, he says, made up of a cluster of spaces centering on the outdoor living space and fireplace, just as in a campsite. And interior designer Darrell Schmitt used rustic, natural materials to create a connection between the inside and outside, incorporating such elements as handmade tile baths and fabrics like hand-woven chenille and Tibetan wool carpets. There are outdoor and indoor showers, and multiple meditation spaces as well.

Mark Harmon, principal and CEO of Auberge Resorts, the company that owns and operates Calistoga Ranch, says members love the sense of peace the club’s design and surroundings offer. “I have spoken to so many members over the years,” he says. “They say that Calistoga Ranch is their true sanctuary … When they leave here, they are refreshed and calmed.”

I spent some time recently at Calistoga Ranch, the experience was one of true sanctuary, just as Mark Harmon said. Calistoga Ranch is a little off the beaten and crushed wine paths of Napa. It is a high end resort with guest cottages as well as a Private Residence Club with owner’s residences. The owner’s residences are of an exceptional, modular design, with an enclosed interior living area, kitchen, and two master bedroom modules. What ties these together is the exceptional outdoor living space, with deck, fireplace, grill, outdoor dining areas, all with views of California’s live oak bosques, Ponderosa and Cottonwood trees.

The undeniable feeling is that of living in an elite treehouse, with all the spa and dining amenities of living at a large resort, defining the best of both worlds, nature and culture, sanctuary and society, peace and – if you choose – activity.

The Spa at Calistoga Ranch is one that allows an enhanced feel of true sanctuary. It is located in area called The Bathhouse, where you can truly “take the waters” in a multiplicity of ways. The soaking pools overlook one of the ranch’s creeks, or you can take a mud bath in one of the large private outdoor spaces. When I was taking one of the baths, along with my thoughts, a hawk was flying high above me, moving from Live Oak to Live Oak. There was no sound, save of the soughing of the oaks and pines. The scent of cucumber and a slight odor of something vegetable, probably the mud in the bath, were all that I was aware of. When the mud bath and massage session was over, I felt as if my body had been freed from all the stress armor I wear.

The sense of peace, brought on both the complement of external environment and interior design, stays with the guest or the member or the owner. Here, everything else that used to matter, seems so far away.

Perhaps it’s the unmistakable, clean scent of mature Eucalyptus combined with bay laurel, mingled with rosemary. Or, maybe it’s the sense of well-being emitted in the warm, oval Meditation Pool prior to, or immediately following, an organic massage at the Healing Arts Center & Spa at Cavallo Point. Or, it could be doing meditative Yoga in the renovated Army Chapel. Or, simply seeing, from almost every vantage point, the northern end of the Golden Gate Bridge. The guest experience at the Cavallo Point Lodge is singular, a sensual organic melding of past and present, topped with a well-deserved, Michelin-star-rated restaurant, Murray Circle.

As for history, the Lodge was established on the grounds of the 100 year-old Fort Baker, just a few miles from the north end of the Golden Gate Bridge. The Fort was built around a natural inlet called Horseshoe Cove, a small protected body of water that has been inhabited for hundreds of years; Before the U.S. Army, there were French and Spanish settlers, and before them were the Miwoc Indians. The little inlet provided a climatic sanctuary from the wind, fog, and turbulent seas, and also afforded a perfect view of the land on the other side. This was a very important security dimension to the Indians, then the settlers, then the Army in the early 1900’s, as it was the only way into (and out of) the San Francisco Bay.

The Officer’s Quarters, constructed in 1900-1902, were originally built in the style of Colonial Revival architecture, and due to the Cavallo Point’s meticulous restoration, the quarters are now 74 new guest residences, situated near groves of ancient Monterey Cypress and California Eucalyptus. Each guest room has unimpeded views of the San Francisco Bay and the Golden Gate Bridge, with the city beyond. On the hills close by are the Lodge’s more contemporary suites and rooms, closer to hiking trails, all leading around the area, and one trail leading to the bridge itself.

A clear sense of history pervades, yet a sense of eco-sensitive contemporaneity does also. On the long veranda of the Lodge, guests can sit in over-sized rocking chairs, and watch the bay and the city beyond. On the Lodge property is The Healing Arts Center and Spa at Cavallo Point which specializes in organic massages, soaks, wraps and facials – as well as in acupuncture, personal fitness training, herbal consultation, nutrition and hypnotherapy, the last applying to addictive behaviors, weight control and anxiety.

The Cavallo Point area lies close to the Marin headlands, with its great abundance of sea life, eel grass and rare blue Mission butterflies. The Lodge is part of the Golden Gate National Parks, and is the newest in the National Park system, having opened in July of last year. As the area abounds in wildlife, fruits and vegetables, it is not surprising that Chef Joseph Humphrey, founder and creator of the great dishes at Murray Circle, showcases the bounty of local and organic produce, seafood, cheeses and wines of Northern California. On the menu, Chef Humphrey lets you know the origin of his dishes – a few examples (not everything!) from the entree menu –

Vegetables:

Heirloom tomatoes, Verdure farms, Healdsburg

.. in a salad with compressed watermelon, steamed brioche, tomato jam

Baby beets, County Line Harvest, Petaluma

…roasted in coals, crisp quinoa, fresh ricotta, sherry vinegar, truffle

Fish & Shellfish:

Baby red abalone, Monterey Abalone company, Monterey

…from the plancha, suckling pig confit, fresh crowder beans, salted plum

Wild day boat Halibut, f/v Midnite Charger, Puget Sound

grilled in fig leaves,sassafras,hazelnut,sea urchin emulsion

prices range from $13.00 – $19.00 each.

Meats:

Quail – Wolfe ranch, Vacaville

….with romesco, swiss chard ravioli, dry cured olive

Peking Duck, Liberty Farms, Penngrove

Slow roasted breast, fennel confit, turnips cooked in caramel, licorice

(prices range from $14-$29.00)

These entrees change regularly, as do the tasting menus. The grand tasting menu has eight tastings with wine pairings to match, and the simpler tasting menu has three entrees and a dessert. In addition, the wine list for Murray Circle is in the process of becoming one of the largest and varied in the state: 13,000 bottles and counting from California, France, Australia and New Zealand.

All the taste dimensions, though diverse, work together to create the most memorable of gustatory experiences. Indeed, the wide variety of flavors at Murray Circle seems to underscore the multiple sensuous threads of guest experiences at the Lodge at Cavallo Point. The area’s colorful history melds into the present as naturally as the day boat Halibut blends with the fig leaves and sassafras emulsion, or the Quail with the chard ravioli.

Name: Crushpad Location: San Francisco, CA Costs: $5,600-$12,500 total; $17-$40/bottle For: 25 cases, costs depend on vineyard source and varietals. Details: SF (and now Bordeaux!)-based Crushpad offers their 5,000+ clients the ability to participate in the process of wine-making by creating a wine plan, selecting from over 50 vineyard sources from Santa Barbara to Mendocino, then picking, barreling and bottling, which takes a full year “from grapes to glass.” The finished product is a high-quality wine that has your label on it. Programs are as hands on, or hands-off, as you wish. Open House – June 20th

Name: Mayacama Vintners Club Location: Sonoma, California Costs: Villas from the low $300k’s for 35 nights/year and Casitas from the low $200k’s for 28 nights/year. For: Fractional ownership of Casitas or Villas, access to Jack Nicklaus-designed golf course, spa, tennis, concierge and other luxury amenities. Details: Wine has always been an integral part of the Mayacama experience. Mayacama Members and Owners have exclusive access to 31 of the most esteemed wineries in Napa and Sonoma, such as Kistler, Araujo Estate and Marcassin, through the Club’s distinctive Vintner Member program. The invitation-only program carefully considers select wineries for memberships—Vintner Members are a group of industry icons and pioneers, including Jess Jackson, Dennis Cakebread and William Harlan. The result is in an unparalleled group of wine industry stars woven into the fabric of the Mayacama community. Each Vintner Member provides approximately one barrel of their best wine each year for Member allocation, in addition to hosting a private, Members-only event at their winery or the Mayacama Clubhouse. The Vintner program also allows Members access to limited vintages and special events. Vintner Members are visible participants at the Club, whether they’re playing the course or hosting an exclusive tasting in the Clubhouse’s Wine Cave. Because of this, Mayacama Members have the unique opportunity for camaraderie with some of the best winemakers in the country.

Name: Calistoga Ranch Location: Calistoga, Napa Valley, California Costs: $475k and up For: Fractional Ownership in a spacious 2-bedroom/2-bath, architecturally-innovative, environmentally-sensitive lodge, as well as membership in Vintner Member Program Details: For Lodge Owners, the Vintner Member Program offers a special entrée into the legendary wine culture of the Napa Valley and an exclusive insider relationship with the families and wineries in this spectacular world renowned area. This group of handpicked vintner members includes some of the larger, more recognizable wineries in the country as well as small, award-winning artisan winemakers. Vintner Members Nils and Kirk Venge are the highly respected winemakers behind Calistoga Ranch\’s private label. The celebrated and diverse Vintner Members enlighten Lodge Owners through a wide range of unique, entertaining and educational experiences. In addition to providing private tastings and dinners at Calistoga Ranch throughout the year, vintners host new release celebrations, harvest festivals, wine blending parties and pairing classes. As an owner you’ll be invited to special dinners at Vintner Member estates and could be among the first to purchase limited edition releases.

Name: Orchard at Carneros- a Timbers Resort Property Location: Carneros, Napa Valley, California Costs: $300k per interest For: 1/10th deeded fractional ownership where owners have the opportunity to use their vacation home as often as they like, subject only to space availability in one of the 17 fully furnished two-bedroom luxury Cottages, an exclusive Owners’ Lounge, and a wealth of five-star services and amenities – The Spa, fine dining options, Concierge services and more. Details: Personal tastings, pairings, tours, and customized wine experiences prepared by dedicated concierge and wine director on staff.

Name: Vines of Mendoza Location: Mendoza, Argentina Costs: N/A For: Your own vineyard, along with expert vineyard management and winemaking services. Details: Owners receive their own vineyard planted to their unique specifications. Extreme care goes into every aspect of vineyard design which is based on extensive research, analysis and recommendations performed by our team of professionals. Owners can plant several varietals of grapes sourced from the best nurseries in Argentina and Europe. Currently, almost 50 owners have planted 250 acres to 10 different varietals and a total of 320,000 vines.

We are aware of other operations doing very wine-centric programs, but these are the ones we feel provide the most unique experiences.

About the Author: Chris Cutler is the founder of, and editorial contributor to, FraxFinder and altLuxury. He also owns Wines of Redemption, a Napa Valley-based producer of single-vineyard Pinot Noir.