Given that HRC didn't generate the profit level that Hyatt wanted/needed, I still don't get what contribution HRC can make to II's mission and strategic plan. Seems that II is venturing into an area beyond its core business.. Only time will tell, but this could potentially be a very bad move on II's part, in which case, HRC could end up being sold again down the road. Wonder how the acquisition was financed?
QUOTE=Kal;1624626]Looking ahead, the Hyatt brand has always provided resort developers with the assurance of a good marketing partner in funding and developing a new resort. If I was a developer I would be very comfortable in teaming with a strong player in the hospitality industry who had a proven track record. I'm not so sure Interval is viewed in the same light. They may be in the hospitality industry, but nothing like Hyatt Corp.
Thus the potential impact will be slow development of new resorts to add to the HRC list of current properties. But then again, Hyatt didn't set the industry on fire in new time share properties. They clearly moved to the very high end residences.
All in all, it was more that the HRC subsidiary didn't generate the profit level (and growth) that Hyatt enjoys with all its other subsidiaries.[/QUOTE]