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    Main Case Study - Outrigger Hotels and Resorts

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    CASE STUDY FOR CHAPTER 6 OUTRIGGER HOTELS AND RESORTS 11am involved with every decision that senior ‘management takes. They look to me for an IS slant to it—whether an IT solution can capitalize ‘on opportunities or efninate threats. They also ‘expect my team to independently develop an |S strategy that will further the business. Joe Durocher, SVP & CIO Every manager must have an IT strategy. You can't delegate to technologists and only worry about your allocated cost or what training your employees need. You must understand how to be ‘master of your own destiny and make iT work best for you. Too many managers stil don't get that Rob Solomon, SVP Sales & Marketing Outrigger History’ On Black Friday, September 13, 1929, Rey C. Kelley arrived in Hawi with hie wife Estelle, An architect by teaining, Mr. Kelley joined the firm of CW. Dickey and ‘was responsible fr designing many of Honolulu’ land- mark buildings, inluding the main building of the old alekulani Hotel andthe Waikiki Theazer on Kalakaua Avene Nino years later Kelley set out on his own and opened his architeture frm, building numerous homes, partment buildings, and hots on the island of Oahu, In 1963, Kelley cook over the land occupied bythe od Outsigger Canoe Club and Outrigger Hotels became 4 reality with the mission of bringing the dream of a vacation in Paradise within the reach of the middle- lass traveler. Included in the agreement were leases oon three Waikiki lots that later became the Outrigger East, Ouigger West and Coral Reef hotels. The Out- rigger Waikiki Hotel was built on the ste of the old canoe club, arguably the prime spot on Waikiki beach, in 1967. Throughout the next rwo decades, Outrigger 1, This cae was originally plished 2: Piool, G. “Outrig: est Hotels and Resorts: A Case Study” Communications of the AIS, (VoLAS Aeticle 5) 2008, pp. 102-118 Hotels Hawaii as the company was named, continued its expansion in Waikiki. When i the seventies the zon- ing authority paca cap on new construction in Waikiki, Outrigger began to expand through acquisition rather than construction, ultimately becoming the largest chain in the State of Hawaii with ovee 7,000 rooms and. 4 total of 15 properties concentrated in Waikiki (see Exhibit 6.1). Thanks cits Clustered configuration, Ou rigger Hotels Hawaii was able to maintain a centralized ‘management structure fitting Mr. Kelley's *manage- ‘ment by walking around” styl, In 1989, Outrigger Hotels Hawaii, now under the ead- ership of Roy Kelley's son, De Richard Kelley rook over ‘management of The Royal Waikoloan Hotel on the Big Island of Hawaii. When hurricane Iniki, heading for Waikiki in 1992, barely missed Honolul and ravaged the island of Kauai, it provided further impetus for Ouaiguer’s geographical diversification strategy to and beyond neighboring islands, The firm, now expanding into management agreements with third-party owners, added properties on Maui and Kauai and ultimately sre to a rota of 26 locations in che Hawaiian Islands (see Exhibit 6.2). In 1996 the fic made its frst international foray, open ing the Outrigger Marshall Iskand Resort on Majuro Avoll in the Republic of the Marshall Islands. Through partnerships, joint ventures, acquisitions, and new developments the firm continued to grow internation: ally, adding properties in Guam, Fj, Tahiti, Australia, and New Zealand (see Exhibit 6.3) ‘While growing geographically, Outrigger Hotels Hawaii also began to diversify its product portfolio with the addition of condominium resorts beginning in 1990. Because of its geographical and product diversification, in 1995 Outrigger Hotels Hawaii changed irs name to ‘Outrigger Hotels and Resorts, and in 1999 re-branded fifteen of its hotels in Waikiki to launch a new hotel brand called OHANA Hotels of Hawai, Reflecting on the decision, President and CEO David Carey com- ‘mented: “We had an identity crisis because the marker ‘moved up, we upgraded the on-beach properties where a $$ 408 + Case Sealy for Chapeer Earns we had higher der in neighboring i |Your Current Destination: Hawaiian fslands the portfolio if ‘onan novais © pasaars beach frone prope Distr umereres an Outrigger was bi Inan effort to Outrigger brand con-beach proper under the Outegg con-beach upscale brand. Conversely to.eaterto the bus beach properties, OFANA valine pr thing beeween a expectation of ‘rave a friendly and you will bs 200d wale.” ‘Condomin fant share of Exhibit 64), bled upon th Condominiut who would de rigger Hotels and Resres = 409 ‘we liad higher demand and bought some nce properties in neighboring islands. But we had huge variation in the portfolio—if you stayed at a budget property vs. a beach front property you'd be very confused as to what an Outrigger was.” In an effort co bank on the name awareness that the Outrigger brand had developed with consumers, the ‘on-beach properties became upscale full-service hotels under the Outrigger brand. The condos, also typically ‘on-beach upscale locations, maintained the Outrigger brand. Conversely, he OHANA brand was positioned to cater to the budget traveler looking for value on off- beach properties. Perry Sorenson, COO, explained the OHANA value proposition: “OHANA hotels ace some- thing berween 2 Holiday Ina and a Hampton Inn, No ‘expectation of restaurants, but expectations that you havea friendly staff that the room is going to be clean, and you will be taken care of, Not a lot of extras, but sg00d value.” . ‘Concominiums represented an increasingly import: ant share of the total portfolio of properties (sce Exhibit 64), even though the firm had sore of scum- bled upon the opportunity condominiums offered. Condominiums appealed ro che independent traveler who would de much research and planning on his own. —_—_!§_ ‘Condominiums were also very complex, non-standard products that travel agents and wholesalers found hard tosell. As Sorenson explained: “The addition of condo- ‘minium properties was a customer driven initiative. We kept receiving inquiries about condominium vacations and had to direct customers co competitors who also. ran hotels, That did nor make any sense.” As the firm learned overtime, condominiums were very Jifferent than traditional hotel and resort operations, ‘While management agreements with condominiams varied substantially, unit ownces typically had the ‘option to join a pool of units that Outrigger was respon- sible for marketing and managing. Owners typically received 55% of the gross income the units generated and Outrigger funded its operations with the remain- der, Beyond labor costs, the primary expenses included the costs of marketing and selling the properties, front desk and housekeeping operations, and in-unit mainte nance. Maintenance of the common areas, defined as anything from the units inside wall paine oueward, was the esponsibility ofthe AOAO (the owners association) and was funded through annual dues. This state of affairs was simpler in che Australian condominiums — referred to as strata title properties. There, the man- ‘agement company had to buy and control the lobby 410 + Case Sey foe Chapter 6 area, and the contracts were generally 25 years in length and required standardization of rev- ventures, but rather were designed as primary ‘or vacation homes for the tenants, they offered litle office or staging space for management a relatively unsophisticated and widespread ownership base, with some condominiums hhaving almost one owner (i.., one contract) per unit, presented significant challenges. Jim Hill, Regional Director—Maui, summarized the chal- lenge: “The thing that is hardest to do in condos is to change anything, You'll sit in a board meeting with the association and they'll say no, no, no, when the next property over offersa more appealing layout and better amenities. Bur that same person will ask you in another meeting why isn't the revenue higher?” ‘These difficulties notwithstanding, Outrigger found the condo business appealing when it made its first foray into it in the early 1990s, because ie provided a means for expansion through management contracts with- ‘out the need to acquire expensive properties. Condo products varied widely, ranging from studios to two ‘bedroom apartments, and did not have all the services typically associated with a hotel, ike room service, on- property restaurants, and retail shops. (Outrigger had grown to a sizable firm, encompast- ing about 3,600 employees (of which about 230 were at corporate), portfolio of properties exceeding US. $1.4 billion,* and approximate revenues of US $45 million. The Hotels and Resorts Industry AAs the new millennium dawned, the global lodg- ing industry vas estimated to exceed $295 billion in sales, about 11% ofthe world’s economic output, and employed more than 280 million workers (see Table 6.1 2 *Ontriggers President and CEO David Carey Named Hotel Person of the Year by Travel Agent Magazine.” 2005, January). Hotel Online Spesal Report. Retrieved Jane 1, 2004 from the World Wide Webs huepeiwwwwhote-online com! News/PR2003_te/fant8. DCareyhem. Table 6.1. Performance of Global Hotel Industry nue spits. This approach created simplciry OSCUPANCY 5% and clarity that made it more efficient for the Avg. Number of rooms 706 ‘management company to operate. ADR $91.62 Because condos were rarely built as business RevPAR ‘$58.18 Table 6.2. Performance of Hawaii Hotel Mark=* ‘many of the typical hotel services and depart- yg. Number of toms 706 7 Revenue* $78,488 Amounts per available room for performance indicators) The leisure travel somes accounted for about 45% of total volume.‘ ‘With respect to the Hawaiian market, Outrigger’s traditional stronghold, recent showed performance levels above the average = slobal industry (see Table 6.2). Being quite se {rom any large population pool, Hawaii was = se destination marker with an exclusive fly-in comm base. The major feeders were US. westbound = and Japanese easthound traffic. These marks ‘thought to yield very high return rates —escims = some to be around 50% westbound and over 5% = bound. This trend made fora very location-sam= = tomer base. Peculiar to this market was also Se ‘of mult-island stays, with guests visiting more"ta= destination during the same trip. Because the Hawaii and Pacific Rim mace ‘exclusive destination markets, the use of P= including air and accommodarions—was >= Historically, packages were assembled aod = ‘wholesalers and tour operators who purchasot Ses air and hotel rooms in bull and re-marketed eee = the traveling public. With the widespread adorse= = the Internet, a new type of package was emer=ns = the leadership of large online travel agencies: Som packages. A dynamic package was one that ensb= uest to choose ar, hotel, car rental, and even 2 ticket them independently, and then price the== oa = 3. “Hotels and Other Lodging Places” Excyclopete = Global Industries, 3 ed. 2003. Business and © Resource Center. Infotrac. hitp/inforac glee liwebnysl se commlAlb=bere 4. Worldwide Hotel Industry Study, 2002, ts Incernational Dukigger Coolangatta 8 Outigger Resor Outrigger Wai o ution Reet ont urge Guo Fe Outrigger Roo Fi Terie teach An¢ _OHANA Hotels OANA East COHAN sander Wa COLANA Re Lana ‘OHANA Wai Toe COvANA Wala vita O1ANA Wai West OWA Reef Toners ‘OHANA Waki Mali OMANA Wack Sur (OHANA Royal ion CfaNA Wait Surt HANA Maile ky Cou Best Westem The Pa Honotas Aepot O1ANA Maui lander ‘HANA Keeuhou Bea GHANA Oceanview OANA bayew Guam _OutiggerCondomini utiger Walk Shor tigger Luana Wai Outigger Pas at Wi Dutgge Maui Elder Outage Roya Kahana Outiggs Napili shores outrigger Kahana Pant Outings at Lae nai tigger Kanaoa at Ko tigger Royal Seo oi Outiges Fara Vila Otgger atthe Beacon xtngger at Clearwater Otigger onthe Beach Outrigger Eton Bee outigge Hettage Fort Otiggerin te viaget Outrigger onthe et Pc tigger Beach Cub a Cains Reset by Outi Outage 1770 Agnes Cutigger Hervey Bay Outigger Meoooaa in Outiger Sun Cy eso Outrigger Hotels and Resorts = 401 al Hotel Industry EXHIBIT 6.4. a utvigger Resorts ‘Ouvigae Waiek Gn the Beach Gabe ROME Courigger Ree On the Basch (oahu 88 Rooms (tigger Guam Resort On-Tumon Bay Guam 00 Room ‘utvigger Ret Fi ri 2707 Rooms ae 47 bares “TeTiae Beach An Oaigges Resort Tati 41 Bungalows gi Hotel Market OHANA Hotels = COHANA Fast abu “445 Room (HANA islander Weis oh 283 Rooms OHANA Reet Lanai oahu 10 Recs Ch Wai Tome cans 499 Rooms HANA Wake Vilage ahs 42 Foon ‘OMANA Waid West Oty 663 Rooms (LANA Ree Tones ou 480 Boome COHANA Waid Mata oahu 327 Rooms fenurccrate cence Cftawa Wat Su East, Oahu 102 ecrs jroteme* CANA Royal slander Oana 101 Poems = market, which COHANA Wie Sut ‘aha 202 Hoame bold, recent Geos (OMAN Mal Sky Court aha 96 Reoms g the average of che Best Western The Plaza Hotel ‘anu 276 Boome Bong guite sos Herolularport aha 207 Rooms — CHAVA Maui islander oui 2980 Reoms ese Fyn ame HANA Keauhou Beach Resort Havai(igis'ans) —_309.Reome S westbound se ‘OHANA Oceanview Guam Guam 191 Rooms These markets me ‘OnANAbayrow Guam usm 148 Foams Sats crimes ‘utiager Condominiums z Sand over 65% cam (utigger Wack Shore oan 2B peters location saves oa Couggr Luana Wks Oahu Na ps was ako the od xtgger Pains at waen Mout 89 partments I cxoce ian Outgger Maui Edocado Maxi 100 Apariments Dutiger Royal Kahana Maxi 191 Aartents Se Roms masks utigger Nap Shores Mout 101 Aparmerts DOE ot pactaee OutiggerKihune Pantaton Kauai 180 pares wos mas pervasive Ostigger at eran Kauai 60 Aparimonts acd and sold by Outgger Kanai at Kona oval igteiond) 83 Apartments sebo purchased bore ‘outigger Royal Se Cit Hawai Gigisand) 6 Apartments Re outngger Farway Vilas avai (bia sland) TB Apartmets sepead adoption = ‘outer atthe Beacon, Queenstown New Zealora 14Roans, 23 Apertments ening ca utngger at Cearwater Resort Now Zealera NA pc agencies dynamic Cuirgoer onthe Beach at Sat Kingektt New SouthWiles N/A Sp cnaticd Outrigger Etlong Beach Resort Now South Welee MA a Ovtrger Heritage Por Douglas sustain 18 Romo, 42 Apartments ae oe Outrigger inthe Vilage Pot Doulas usta {Poms 13Aparmens Outrigger ante inet Port ouales usta 10 Rooms, 21 Apartments Outrigger Beach Club & Spa Palm Cove + Asta 104 Rooms, 195 Stes acs” Encyclopedic Caims Rasot by Outigger Australia 127 Rooms =e usigger 1770 a Agnes Water sustain NA crac galegrouncom Outrigoer Hervey Bay sustaia 27 Rooms, 139 te Outrigger Mocloolata irtecatinal Beech Resort usta 20% Agantments mie 2002, Horwarse Dutriger Sun Cty Resort ductaia 266 Apartments Outuiggr Coolangatta Beach Resort ustrlin 90 Apartments 4412 + Case Stay fr Chapter 6 ‘bundle, Dynamic packages were appealing to suppli cx because the price of each item was not disclosed, making price comparison dificult and alleviating com- roditization fears. They were appealing to perspective travelers because they increased choice and fostered flexibiiy, Finally, they appealed co ontine rave agents because they built upon their value propesition— customer choice—and had the potential to improve thi maegins. ‘Asa mature destination, Hawaii had been entered by many of the larger branded hospitality and resort companies, The largest hospitality firms, such as Mar- tot’ International, Hilton Hotels and Resorts, and Starwood, had a significant presence with eight, five, tnd eleven properties respectively. But the largest opera- rors in Hawaii were geogsaphically-and leisure-focused players such as Outrigger, ASTON Hotels & Resorts Hlawai (rth twenty-eight properties), and Mare [Resorts Hawai (with eleven properties) Outriggers Organization Outrigger Hotels and Resorts was a management com- ‘pany wholly owned by a holding corporation called Outrigger Enterprises. Reflecting is eal esate devel ‘opment r00ts, Outrigger Enterprises also owned a real tstate ownership company called Outrigger Properties (Exhibit 6). ‘Outrigger Properties wrote and managed ral state contracts with third-party owners and supervised the ‘wrned assets (accounting for about a third of al prop tries i the Outrigger portfolio), as well asthe devel ‘pment of ew properties. The fir also monitored the real estate market for optimal times fo invest in avail {ble properties or sll ase ia the portfolio and raise aecded capital. Outrigger Properties managed lasing Contracts with the many independent retailers occupy tng food and beverage ouclets—rarely ran internally by ‘Outtigger and shops within the hotels and resorts in its portfolio. Sorenson explained the tradeoisastoct- ted with is decision: “We ae che thd largest retail landlord in Hawai, with abour 300,000 square feet of retail space, o we have acess 1 the best restaurant ‘operators. Leasing restaurants allows us ro focus our rergieson hospitality and [the] profitability ofthe est ofthe hotel, bat of course you lose some control when Jou outsource. Ie takes a hotel mentality to do room service very well or example.” ‘Oursiggee Hotels and Resorts, che operating arm of COuatigger Enterprises, was responsible forthe writing of new management contracts, as well as overseeing property renovations, and operations of che managed hovel resorts, and condos, Outrigger Properties generally negotiated a base anda percentage of ‘with tenants revenues from leased space were to the hosting property’s own P&L. Roo: made up the bulk of each property's revenue, w= rental income as low as 5% in hotels with litle re space and as high as 20% in some of the most app ing locations. Other more marginal revenue lines We: parking, in-room entertainment, telecommunications and kids? clubs operations. Outrigger Hotels and Resorts had historically mais tained a highly centralized organizational structure. As the firm grow in size and geographical distribution = more traditional structure emerged, bat, reflecting = roots, Outrigger Horels and Resorts remained cons dated where posible. For example the two beach-ros ‘Outrigger Hotels on Waikiki beach were managed = cone, As Chuck Shishido, OHANA Hotels VP of ope== tions and a 33-year veteran of the company explaines "We have centralized services —accounting, I, finarc= cngineering, purchasing, and special projects—tb support all the properties on Oahu, as well as ind rectly the neighboring islands. There i also one exe=s tive housekeeper in charge ofall properties. We ran ‘OHANA Hotels like a 4,200 room distributed hotel is very efficient.” ‘ince each property inthe Outrigger family had = ‘own P&L, these shared services were charged back = them based on room count, revenue, oF usage, dep ing onthe service. As the frm expanded international ie became more decentralized, with resorts inthe Pacis. Rim working much more like independent operation and organized like traditional esorts. Recognizing Significant advantages offered by its centralized stro tare, Outrigger was looking t the possibility of be== integrating its international resorts. Howeves dis: presented new challenges-—1,800 miles separated = Southernmost Austeaian property from its northes= most property alone. Sorenson explained: “We ne ‘reservation solution for Australia, a real-time com dination with a central reservation service. They ‘operated as individual hotels; the central 800 nab today is just switched to the correct hotel A ee: ined system would offer tremendous value becans: ret driven business and substantial potential eros property trafic.” ‘The Outrigger Customers and Competition Outriggers orignal mission was 10 bring the oppor tunity for a vacation in paradise within the rec middle-class fanlies, As the fem began 10 dive=s is portolio, the profile of is customers and theo pettion changed a8 wel, The typical Outriggee === David named president moved to Hono ‘Mukai and Ichi and community tion, from the Sa Joe Durocher, Joe Durocher fr instrumental in system. After 10 where he was rs to well over 300 the eeplacement system. Duroche Electrical Engin Centifed Data P Perry Sorensoi In is position a Outrigger’ eur career spans ove world’s largest from fivero 105? day tans Inc, He has also he of the Native H industry organi Outrigger Hoes and Resores = 45 “ee Duos ear lob Solomon i Vice President of ‘Senior Vice Presid! of Sloe | | { joperatins Information ‘Seretng | \ ‘cone | | Joann Kimberly Agas { i Secor” | [| Wes prenson st Gperatone | | ' cone Stes iat” || EAE Bob Owons iH } | ome | LT magico |! i syeametOpenbone | | [Conerien Gpersbin af chucks || veo elit in || 2S a ontaote = || i ee poperties. We p disributed bot. W. David P. Carey Il, President and Chief Executive Officer David Carey joined Outrigger Enterprises, Inc. as executive vice president and general counsel in 1986, and was named president of the company in 1988, and chief executive officer in 1994. After graduation in 1982, Carey ‘moved to Honolulu and was an attorney specializing in corporate and real estate law at Carlsmith Wichman Case ‘Mukai and Iehiki, where Outrigger Hotels was one of his major cients. Carey is]a member of numerous business and community organizations, including the Hawaii Tourism Authority, Hawaii Hotel Association, and others. (Carey has a BS. in electrical engineering from Stanford Univesity.a |, cum laude, and an M.B.A., with distinc- tion, from the Santa Clara University He was a member of the Beta Gamma Sigma Honor Society. ieee: family had wesc charged back peor usage, depend soso mteemations = presorts in the Pact Eepeadcat opcrations ccs. Recognizing he ss centralized Joe Durocher, Senior Vice President and Chief Information Officer Joe Durocher frst joined Outrigger in 1986 as Vice President of Information Systems. During his temare, he was instrumental in the installation and maintenance of the company’s Stellex reservations and front desk computer system, After 10 years with Outrigger, Durocher left the company to join Hikton Hotels Corporation as SVP & CIO, ‘where he was responsible for data processing and related strategies forall of Hiltoa’s non-gaming hotels, amounting, +0 well over 300 properties with over 110,000 rooms workdwide, While with Hiltoa, Durocher was instrumental in the eplavement of Hilton's Hilton central reservation system with Hilstar, anew state of the art central reservations system, Durocher rejoined Outrigger Enterprises in 2000. Born and raised in Hawaii, Durocher received his BS. in Electrical Engineering and MBA from the University of Hawaii. He is a Certified Systems Professional (CSP) and Certified Data Processing Professional (CIDP). Durocher is also a member of the Beta Gamma Sigma honor society. p miles separated § from ins northere peplained: “We ne Es. 2 realtime coor es service. They ar pcentcal 800 numbe= met hotel. A central sos sale becatse we ial potential eros Perry Sorenson, Chief Operating Officer In his position asa chief operating officer Petry Sorenson is responsible for all aspects of hotel operations as well as Outriggers curreat expansion across the Pacific. He joined Outrigger as executive vice president in 1991. Sorenson's career spans over 20 years inthe hospitality industry He was previously EVP.and COO for Embassy Suites, Inc, the world’s larges all-suite hotel chain, Sorenson directed che rapid growth of Embassy Suites operations as it expanded fom fiveto 105 hotels in five years Prior to joining Embassy Suites, Sorenson was vice president of operations for Hol ‘day lan Inc., where he was the recipient of the Foliday Inn Corporation Chairman's Awaed for Service Excellence. He has also held management positions with Radisson Hotel Corp, and Rocksesors, Ine. Hei currently a member of the Native Hawaiian Tourism & Hospitality Association and sits on the board of various other community and industry organizations. Sorenson received his BA in psychology and MBA from the University of Utah. eee eee cS snd Competition bring the oppor seein the each = began to diverse goers and the co weal Outrigger sues 414+ Case Stay for Chaprer Robert L. Solomon, Senior Vice President, Sales & Marketing [Before joining Outrigger, Solomon spent 15 years with Dollar Rent A Caras senior vice president, with adios responsibilities as vice president, Pacific sales. Solomon's professional career has also included senior manse= ‘mat positions in California with various corporations as well as government agencies in California. Solomo= = ‘well known within Hawai’s visitor industry, having served on numerous boards and committes, includ was often a multige loyalty o the Our ‘were returning to exceeding 875k. sively leisure travel travel (eg. attend stay for some leisu This customer base summer being the & Outrigger Waikik 5260 and an overal business was limites ference center lool events, Solomon pe “Our eastomers ar an experience that destination, but stil may stay with bigs but that's nor wha destination.” He isthe immediate past chair of the Marketing Committe for the Oahu Visitors Bureau, and presently a= the Internet Subcommitte for the Hawaii Visitors and Coavention Bureau Advisory Coramittee. Solomon belie ‘Masters degrees from Princeton and Yale universities in the felds of public and international affairs and S Asia scudies. Alan White, Vice President of Operations-Information Technology ‘White joined Outrigger Hotels & Resorts in 2001, and is responsible forall data processing for hotel of In his time with Outrigger, he has produced aumerous new interfaces to the company's proprietary Comes Resecvations System (CRS) and Property Management System (PMS). White also created electronic interfacc = ‘more chan 13 different suppliers, who account for neaely 30 percent of the total reservations for Outrigesr = (OHANA Hotels. White has extensive operation experience in hotels ranging from F&B area to the froac desk to general mansp= ment, Prior Co joining Outrigger, White worked at Pegasus Solutions, Inc. for over a decade. Born in Paris, France ‘White was educated at Providence College in Rhode Island, the Universitat Freiburg. in Switzerland and Geos ‘Washington University in Washington, D.C. He did his advanced graduate studies atthe Sino-Soviet Insti the Osteuropa Institut. Competing for hhead-to-head sith International, Hile ‘wood Hotels and Rs atom presence in W recognition, signif ‘aveling public, 2 available capital, employees such as and the Pacific re eraged some of ti kets it competed i the Beach, strong relationships with strategic focus om knowledge and co: relations. Kimber rigger’s Waikiki Be eran with the com are reasted to help and have the flexi Kimberly Agas, VP Operations, Waikiki Beachfront Division Agas joined Outrigger in 1984 while attending college and bas worked at eight diferent properties throus= her years withthe company: Prior to her tenure at the Outrigger Waikiki, she was hotel manager for the OHANS Village and OHANA Coral Seas hotels. Recently, she was promoted tothe newly created postion of Vice Presise= Operations, Waikiki Beachfront Division, and she will assume the duties of general manager of the Out Reef on the Beach, [Agas isa graduate of Liberal Ars program at Leeward Community College and the Univesity of Haw ‘Manoa where se studied Economics. Since joining the company she has heen awarded the company’s presto Prosident’s Award six times. ‘Chuck Shishido, VP Operations, OHANA Hotels & Resorts (Chuck Shishido, CHA joined the company in 1972 asa part-time worker in the housekeeping department of she then Outrigger Reef Towers while pursuing an accounting degree at the University of Hawaii. In 1975, Shs vas promoted to assistant hotel manager at the Outeigger Reef A year later, he transferred to the Outrigger: ‘Towersas hotel manager. For the next thirteen years, Shishido moved between six different Outrigger properties = hhotel manager. He was promoted to Group Manager in 1990 and was responsible for four properties in the Low Street area. [n 1994, he was appointed genceal manager of the Outrigger Waikiki on the Beach and remained the= utile was called upon to assist in the launch of OHANA Hotels & Resorts Shishido, holds a Bachelor of Arts degree in accounting from the University of Hawaii and is a member o Hawaii Hotel 8 Lodging Association. teams of employee sestaurants and act holistic experience In much of our uni narrow job [descrip refer you to a coll vie: ‘this is all Tha ‘The typical OF. Hawaii-savyy leisun a year. Typically, © Jim Hill, Regional Director, Condominium Operations, Maui. Jim Hillis responsible forthe daily operation of the Outrigger Royal Kahana, in capacity as General Manages, ‘well as overseeing operations for Outrigger’s three other condominium resorts on Maui—the Outrigger N: Shores, Outrigger Maui Eldorado and the Outrigger Palms at Wailea. Hil, who has been with Outrigger for over = years, previously served as General Manages for the Outrigger Kiahuna Plantation located on the island of Kaze $< *— ssiese, with additional Seded senior manage-

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