Neuro Beverage Brand Partners with Perez Hilton’s 2009 North American Tour
Neuro Brands, LLC is chesty to present Neuro, the new line of groundbreaking nutritional, healthy and low-calorie beverages that promote health and well-being, as the official title sponsor for the 2009 Perez Hilton Presents North American Tour, kicking off September 10, 2009, in Atlanta, Georgia.
Neuro, founded by Diana Jenkins, will be providing its beverages for audiences and Perez Hilton’s rotating line-up of musical acts as they venture on a 17-show, two-month tour crossways North America. Neuro, already favourite with A-list celebrities, will be sampled by what Hilton refers to as “the hottest musicians on this planet right now!” Artists in the line-up include: Ladyhawke, Ida Maria, Semi Precious Weapons, Sliimy, Eric Hutchinson and Julian Perretta.
Neuro will be involved with promotions online via a site takeover, viral marketing, Twitter, giveaways, and more. Live contact with the consumer will take place via branding and sampling at the 17 shows, from San Diego to Toronto and New York.
Created by scientists, Neuro contains essential vitamins, minerals, amino acids and botanicals that enhance and support the demanding 24/7 lifestyles of consumers. The Neuro line of nutritionally enhanced beverages includes: Neuro Sonic (mental alertness); Neuro Bliss (happiness enhancer); Neuro Trim (supports healthy weight loss); Neuro Sporti (replenishes & hydrates); Neuro Gasm (passion enhancer) and Neuro Sleep (sleep enhancer).
Already acquirable in more than 1,000 retail locations throughout California, and expanding nationally and globally, global consumers are healthy to join the Neuro experience via the company’s Website, which sells Neuro products by the case for .99. Individual bottles of Neuro are acquirable at choose retail outlets for the recommended retail price of .99. The 14.5 ounce bottles are custom-made to exhibit an exclusive glamorous branding style and are 100 percent useful PET plastic.
Neuro Drinks are also served at top luxury hotels, in-room, at lounges and poolside, including the Peninsula Beverly Hills, SLS at Beverly Hills and W Los Angeles.
Neuro Beverage Brand Partners with Perez Hilton’s 2009 North American Tour
Adam Harper is based in England and has been a professional writer for more than 15 years.
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Condo Hotels Appeal to U.s. Baby Boomers, Especially the Trump Brand
With more baby boomers approaching retirement age apiece year, (approximately 75 million will retire within the next 15 years in the U.S.) and a massive number of them looking for second homes, condo hotels are a concept that is gaining widespread popularity.
This new real estate trend grants individuals to own a hassle-free condominium within a luxurious hotel or resort. As owners, they can enjoy all of the amenities and services of the hotel. Ideal of all, when they’re not using their condominium, it can be put in the hotel’s rental program, where it will generate revenue, helping to offset the costs of ownership.
Condo hotels, or “condotels” for short, are usually high-rise, luxury buildings in high-demand locations, such as Las Vegas, Orlando and Myrtle Beach. They have the look and feel of world-class hotels with many of the same perks and amenities, from on-site restaurants and resort-style pools to housekeeping and concierge services.
The difference is that apiece suite is an individually-owned condominium unit. The hotel management company takes care of operating the hotel’s various departments and offering guest services along with maintaining and renting out the condominium units.
Condo hotels have particular appeal to baby boomers, who are just now hitting financial peaks in their careers and are also inheriting hefty sums of money from their parents.
These boomers are in a position to travel more than ever, and owning a pass home, which they can visit on a whim, makes travel easier. A second home is even a position symbol to some, like owning a fancy car.
Many baby boomers are also looking to invest in real estate as an substitute or supplement to investing in the stock market. They love the hassle-free nature of condo hotels.
Many brand-name hotel chains have jumped at the chance to meet the baby boomer demand for condo hotels including Hyatt, Ritz-Carlton, Hilton, Four Seasons, Sonesta, Starwood, Clarion, Regent International, Rosewood, Conrad Hotels and Le Meridien. All have condo hotels either in operation or in development.
But probably the brand that has received the most notoriety and had the most income success is Trump International, a study made famous around the world by real estate mogul Donald Trump.
The Trump International Hotel & Tower has come to represent the epitome of prestige and refinement in the condo hotel industry, offering upscale amenities to meet the high expectations of today’s baby boomer.
Infinity pools, full-service spas, state-of-the-art fitness centers, gourmet restaurants, private libraries and butler service are just a few of the features acquirable to owners of Trump condo hotel units.
Trump International condo hotel properties are acquirable at several locations in Florida such as Fort Lauderdale. The upscale condo hotel developer has also made his way to Hawaii with a condo hotel in playground currently under construction. That property set a record for U.S. residential income when it sold all of its 460 condo hotel units on opening day and turned away many more buyers.
Theater, nightlife and the excitement of New York are all acquirable in downtown Manhattan at Trump’s SoHo condo hotel. For those who state the Huge Apple is not for them, there is the Trump Chicago or Trump New Orleans.
Trump has recently gone global. Trump International properties are under development in Toronto, Canada; Dubai, UAE; Panama City, Panama; and Baja, Mexico.
Because of cheaper land and fag costs, the pricing of Trump International properties in countries like Panama and Mexico is often far less than that for U.S. Trump properties, making them all the more appealing to investors.
Regardless of the location, a Trump condo hotel offers the ultra-upscale lifestyle that has come to define the Trump brand and have special appeal to today’s baby boomer.
Many who buy a Trump condo hotel state they enjoy the thrill of owning a Trump as much as the actual use of an elegant second home. They also are swift to point out the condominium’s appreciation potential.
As world-class properties in prime locations, Trump condo hotels are a welcome addition to any investment portfolio.
For baby boomers and others considering the buy of a second home, a condo hotel residence is worth careful consideration. And when choosing between properties, it’s the Trump brand that has become synonymous with prestige and excellence in the condo hotel industry.
Condo Hotels Appeal to U.s. Baby Boomers, Especially the Trump Brand
Joel Greene is the President of Condo Hotel Center in Miami, Florida. Visit his website dedicated to Trump real estate at WorldClassCondoHotels.com for property listings, prices and photos. At his website you can request a FREE copy of The Condo Hotel Report for more information on this topic.
Intelligent Menu Design: How a “Smart Menu” can ignite sales, profits, and your brand?
Now is a great time to review the performance of your restaurant menu. Famed New York restaurants like Jean-Georges and Aquavit have launched favourite fixed-priced menus. Applebee’s is now offering two courses for a celebration of two for just .00. With it’s own twist on value, The Cheesecake Factory, recently launched a small plate menu with items ranging from .95 to .50. If you haven’t already considered leveraging your menu to drive sales, lower costs, or strengthen your position; what are you inactivity on?
I have created and launched new menus for national brands like Olive Garden and Applebee’s, Cruise Lines like Royal Caribbean Cruises, independent restaurant start-ups, and corporate dining companies. When done correctly, a new menu can dramatically improve your business. In fact, a well executed menu launch can increase guest traffic, strengthen or reposition your brand, create buzz, and improve employee morale. Not to mention it can grant you to take advantage of emerging food trends and purchasing opportunities.
My menu development team and I helped repositioned the Olive Garden brand by importing dishes and cooking techniques directly from Tuscany, Italy. We launched income enhancing promotional menus for Applebee’s. At Royal Caribbean, we reversed five consecutive years of flat food satisfaction ratings and saved the company millions of dollars in food cost, along the way. On apiece occasion “Smart Menu” principles were at the core of the successes.
The four smart menu development filters that I will cover originated as a means of integrating input from various corporate players into a single menu development process. Once the process had been proven and prefect, I realized the four filters could be used in any menu development situation. I have used them with enormous success each since. The four filter that any successful menu change must past through are: 1) The Brand Filter, 2) The Culinary Innovation Filter, 3) The Operations Filter, and 4) The Financial Filter
The Brand Filter exists to ensure that there is totally perfect alignment between the brand strategy and the menu strategy. In dysfunctional companies the brand vision and the menu vision is often at odds. In the worst examples, neither is aligned with market opportunities. I have seen restaurant companies, massive and small, wander into the menu wilderness because the brand and menu strategies did not mesh. For example, McDonald’s tinkered with their menu nearly non-stop until they finally landed on a core menu, complemented by fresh salads and healthy sides for children. All great menu development initiatives must start with crystal clear brand parameters.
In regards to the Culinary Innovation Filter, Culinary Research & Development as a organized discipline has exploded over the past ten years. The Culinary Institute of USA (My alma mater) now has an entire department devoted to training chefs in this area.
The focal point of the most Culinary R&D has become the “Development Process”. Even though I am a massive supporter of process driven development, I offer two notes of caution to senior executives and decision makers. First, most of the process charts that I have seen are far to complicated. If your company’s culinary development process can’t be explained to a fifth grader using a single slide, it to complicated and costly.
Secondly, remember GIGO, garbage in garbage out. The ideal conceived process does nothing to ensure culinary innovation. Your process, at best, is an excellent funnel. It can sort the great ideas from the good ones. If only uninventive and uncreative ideas go into a culinary development process, don’t be surprised if tiny value comes out. If a demand of culinary innovation is your concern, the goods news is that there are reliable methods to spark innovation and numerous ways to out source it as well. The bottle line with Culinary Innovation is, you must bring something new to the celebration if you want guest to be “Wowed”.
The Operations Filter exists to ensure that dishes created in a tested environment can be consistently reproduced under normal restaurant environment. I will offer two important tips in this area. To begin, test under normal conditions. If you run a multi-unit company don’t test exclusively in your ideal performing units, and then, wonder why all your average units struggle upon final roll-out. Likewise, below average units can derail a potentially good menu.
Secondly, be certain to conduct test during peak periods. Test conducted during non-peak period can change to highlight basic problems with equipment, general capacity or other resource. In any case, it is self-defeating to create a new menu that can be consistently produced for guests at a high level of quality.
The Financial Filter is the most important of all. Determining what impact a new menu will have on your bottle line is critical. This part of the process must be monitored at the highest level of a massive company or the owner of a small business. I advise having a single individual be in charge of the menu’s financial model, calculating the cost of all recipes entered into the menu model. Field test the menu’s financial model throughout the process. Invariably, with any significant menu change, there will be unpredictable outcomes. The sooner the outcomes are properly determined the sooner the menu can be implemented with confidence that it will have a positive effect on income and profits.
Now I’ll admit that developing a great new menu is no easy task. However, following the steps that I have outlined will ensure the results well worth the effort. Obviously, the process can be dramatically scaled down for small operations and plain to specific need. For example, it is perfectly feasible to create and test a dynamite new signature entree for a single unit over the coarse of a weekend applying all four filters. Which is to say, don’t be deterred by the road to smart menu success. Remember, the benefits are well worth the efforts.
Shed insurrectionist is the founder of www.EateryCoach.com and the www.EateryTribe.com blog. His career highlights include culinary and food & beverage director roles with leading hospitality companies like Darden Restaurants and Royal Caribbean Cruise Line.
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