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Hilton Grand Vacations strikes deal to acquire Diamond Resorts

Has anyone heard today that the Hilton vote took place and failed? I'm trying to find info but am running into dead ends but was told this today. Something along the lines that HGVC felt Diamond would get more shares than they should and so voted against the merger. Any news from any of y'all?
 
I don’t think it required a vote. It’s a agreed on transaction as announced it the past tense, “bought” rather than “offered to buy”
 
Has anyone heard today that the Hilton vote took place and failed? I'm trying to find info but am running into dead ends but was told this today. Something along the lines that HGVC felt Diamond would get more shares than they should and so voted against the merger. Any news from any of y'all?

I have nor heard or seen anything to that effect. Who was supposedly voting? HGV is the company doing to acquisition, and i don't believe they will need to present the plan to shareholders, at least that's never happened with any of the stocks that I own. The only time I recall a shareholder vote has been when the company i own stock in is being acquired, then you you have to vote for the acquisition or tender your shares. Since Diamond is privately held, so there won't be any sort of public vote on their side.
 
I have nor heard or seen anything to that effect. Who was supposedly voting? HGV is the company doing to acquisition, and i don't believe they will need to present the plan to shareholders, at least that's never happened with any of the stocks that I own. The only time I recall a shareholder vote has been when the company i own stock in is being acquired, then you you have to vote for the acquisition or tender your shares. Since Diamond is privately held, so there won't be any sort of public vote on their side.

HGVC board is supposed to vote to accept or not accept the deal that was created back in March. That vote is supposed to take place the second week of June but now I've heard something different so just trying to find info.

Correct for Diamond.
 
I am a Hilton and Diamond Platinum owner and not certain how well this merger will go. Began with Epic, Sunterra, Clubeck, and D. All challenging.
 
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Any news on giving up Diamond for more Hilton?
No, as far as I know, the deal hasn't even closed yet. After/If it does close, I wouldn't expect much to change between the two programs for several years (if any at all).
 
I am a Hilton and Diamond Platinum owner and not certain how well this merger will go. Began with Epic, Sunterra, Clubeck, and D. All challenging.
No, as far as I know, the deal hasn't even closed yet. After/If it does close, I wouldn't expect much to change between the two programs for several years (if any at all).
If Hilton is well-managed, they will nod to Santayana, learn lessons of others when consolidating programs (think Marriott and Starwood), and avoid repeating the past. This means taking enough time to work things out.
 
If Hilton is well-managed, they will nod to Santayana, learn lessons of others when consolidating programs (think Marriott and Starwood), and avoid repeating the past. This means taking enough time to work things out.

So, what you're saying is that it's a good thing our HGVC doesn't expire in 2042, like our DVC, if we want to see the HGVC/DRI integration? :)

Cheers.
 
The transaction de-facto requires HGV shareholder approval because shareholders must approve the issuance of more shares in order to complete the transaction. This was from the original release:

"Transaction Details Under the terms of the agreement, the Apollo Funds and the other Diamond stockholders, including the Reverence Funds, are expected to receive 34.5 million shares of HGV common stock, valued at approximately $1.4 billion, subject to customary adjustments. Upon transaction close, existing HGV shareholders will own approximately 72% of the combined company and the Apollo Funds will own approximately 28% of the combined company. The transaction, which was unanimously approved by the Board of Directors for both companies, is expected to close in the summer of 2021, subject to customary closing conditions and regulatory approvals. ***The issuance of HGV common stock in the transaction is subject to shareholder approval.***"
 
So, what you're saying is that it's a good thing our HGVC doesn't expire in 2042, like our DVC, if we want to see the HGVC/DRI integration? :)

Cheers.
Could be!!! I was also thinking about Alaska Airlines integrating Virgin America after acquisition. They specifically tried to avoid the mashup issues that have occurred in other airline mergers, proceeding much more deliberately, and taking time to get things right.

What they did, as suggested upthread, is to keep the two systems operating separately, while figuring out a combination strategy that would bring things together without alienating the customer base (after allowing for those VA customers who were going to be upset no matter what).
 
Could be!!! I was also thinking about Alaska Airlines integrating Virgin America after acquisition. They specifically tried to avoid the mashup issues that have occurred in other airline mergers, proceeding much more deliberately, and taking time to get things right.

What they did, as suggested upthread, is to keep the two systems operating separately, while figuring out a combination strategy that would bring things together without alienating the customer base (after allowing for those VA customers who were going to be upset no matter what).

Similarly, AA did a very good job with US Airways. My wife and I, inadvertently, ended up o the very last US Airways-coded flight (redeye SFO-PHL) and it had a lot of press, hoopla and freeze bubbly in coach :)

Cheers.
 
So are you telling me that as a hilton grand vacations owner I won’t be able to reserve diamond resorts any time soon if ever??
 
So are you telling me that as a hilton grand vacations owner I won’t be able to reserve diamond resorts any time soon if ever??
I don't expect that. I expect that whatever happens will occur in baby steps. For example, it should be relatively to cross-place a small amount of inventory in either platform. Something like could even be part of testing out parts of larger code changes.

But a full integration effort, where HGVC and DRI share a common platform where the two platforms talk to each other separately, or Diamond owners are moved to a HGVC platform, is a much bigger project and will require some time to implement. In addition. HGVC probably still needs to work out exactly how the two systems are going to play together - what will be the respective reservation rights, relative values of resorts in each system, etc.
 
Similarly, AA did a very good job with US Airways. My wife and I, inadvertently, ended up o the very last US Airways-coded flight (redeye SFO-PHL) and it had a lot of press, hoopla and freeze bubbly in coach :)

Cheers.

Just a slight clarification...it was actually US Airways that acquired American, they just picked American as the surviving name for the combined company. Current AAL CEO Doug Parker was the US Airways CEO and many of the US exec management team survived the transition while many of the AA execs did not.
 
Just a slight clarification...it was actually US Airways that acquired American, they just picked American as the surviving name for the combined company. Current AAL CEO Doug Parker was the US Airways CEO and many of the US exec management team survived the transition while many of the AA execs did not.

Well, I guess it's semantics as this was considered a "merger of equals" from all I can find, and AMR held the considerably larger share. But, in the and, it kept the American name and the US Airways CEO. And he brought in many of his people.

Note that some reports, show AMR "qcquiring" US Airways Group

But the result is the same. And the steps they took were, IMO, well-orchestrated and, in reference to this thread, a good example of how to do something like this. Not without setbacks, to be sure. But effective.

Cheers.
 
Well, I guess it's semantics as this was considered a "merger of equals" from all I can find, and AMR held the considerably larger share. But, in the and, it kept the American name and the US Airways CEO. And he brought in many of his people.

Note that some reports, show AMR "qcquiring" US Airways Group

But the result is the same. And the steps they took were, IMO, well-orchestrated and, in reference to this thread, a good example of how to do something like this. Not without setbacks, to be sure. But effective.

Cheers.

Yeah, AA/US was definitely structured and portrayed as a merger of equals at the time, but you can always tell who is driving the train (or flying the plane in this case) by who winds up in charge.

Having been directly involved in a "merger of equals" back in the late 1990s between two mega-banks, and many acquisitions before that, even in mergers of equals, someone is usually more equal than the other. In the AA/US merger, AA shareholders wound up owning more of the company because AA was the larger company of the two, but they were also the one in bankruptcy, and it was US Airways that was the financially stronger company (albeit smaller) that swooped in to do the deal to recapitalize and create the "New AA." The fact that US Airways management was the surviving management team tells you all you need to know about who was the "more equal" partner in this deal. That didn't happen by accident.

In my big banking merger, it was similar. My company bought a larger, but a somewhat financially weaker bank. We chose that weaker bank's name for the new company because they had the best brand name in American banking, and their shareholders wound up owning more than 50% of the new company, I believe. But that's where the equality ended. Our corporate headquarters in N.C. became the new HQ for the combined bank, and our CEO became the CEO of the new company. The CEO of the acquired company would be #2 in the new bank, and heir-apparent to the CEO role, but within a year or so, he was ousted due to his role in a couple bad business deals that went south, and our management team was then in total control. I have always suspected that we had uncovered those bad deals in the pre-merger due diligence, knew they would be something to hang around his neck, gave him the #2 job long enough to get the deal done, and then got him out of the door after some time passed. So even though it was structured as a merger of equals, it was really an acquisition, since our exec team wound up basically in control of the new company. The US/AA merger always seemed to be cut from that same mold.

While the HGV/Diamond deal was not a smaller company buying a weaker larger one, I think the reason Apollo structured the HGV/DRI deal as they did (rather than the original rumors in 2019 of an Apollo acquisition of HGV), was similarly motivated by which management team would control the company. By doing the deal with HGV in control, the HGV exec team would be the one in charge and Apollo would still get paid for their investment in DRI, and with a significant ownership stake in HGV for as long as they want to stay involved. I also suspect Hilton International preferred the HGV team to be the one in charge of the brands they still own.
 
Well, the second week of June has come and gone and nothing yet. Sent an email to Maria Kalber (Sr VP Operations at Diamond) and she only responded that it hadn't closed yet. There have been some rumors of closing being pushed off to August but I have no way to confirm these.
 
Well, the second week of June has come and gone and nothing yet. Sent an email to Maria Kalber (Sr VP Operations at Diamond) and she only responded that it hadn't closed yet. There have been some rumors of closing being pushed off to August but I have no way to confirm these.

Your expecting to much to fast. Even though it might be a done deal, it takes a lot of time to wind its way through the legal process and then the process of merging systems. Marriott and ILG announced their merger in 2018. As far as owners are concerned, the ONLY movement has been that exchanges through II can be made without paying an exchange fee. So we’re three years down the line and the sales staff continues to say, “by the first quarter of next year.......”

The only thing to do is enjoy what you own, ignore the sales staff, ignore the rumors and make adjustments ONLY after there’s something presented in writing. Being anxious or spending time concerned about what might or might not happen is a waste of time. In the end, your only along for the ride.
 
Your expecting to much to fast. Even though it might be a done deal, it takes a lot of time to wind its way through the legal process and then the process of merging systems. Marriott and ILG announced their merger in 2018. As far as owners are concerned, the ONLY movement has been that exchanges through II can be made without paying an exchange fee. So we’re three years down the line and the sales staff continues to say, “by the first quarter of next year.......”

The only thing to do is enjoy what you own, ignore the sales staff, ignore the rumors and make adjustments ONLY after there’s something presented in writing. Being anxious or spending time concerned about what might or might not happen is a waste of time. In the end, your only along for the ride.

I'm simply regurgitating what the Sr VP told me several months ago (that the deal was expected to close the 2nd week of June). So I'm only expecting people to be held to their word, nothing more. Personally, I'd rather see this take YEARS to complete as the longer it takes, the longer I know I'm safe from takeover shenanigans.

I am simply referencing the completion of the purchase, not the merger of the systems. Until the completion of the purchase is signed, this whole fiasco can still go down like the burning of Rome, something I would be happy to see.
 
I'm simply regurgitating what the Sr VP told me several months ago (that the deal was expected to close the 2nd week of June). So I'm only expecting people to be held to their word, nothing more. Personally, I'd rather see this take YEARS to complete as the longer it takes, the longer I know I'm safe from takeover shenanigans.

I am simply referencing the completion of the purchase, not the merger of the systems. Until the completion of the purchase is signed, this whole fiasco can still go down like the burning of Rome, something I would be happy to see.

Then get ready for disappointment. The chances they'd spend as much money so far and this deal going south are slim and his brother none.

Still, if you don't want change, you won't have to change. Anything guaranteed in writing from the original purchase will remain.

You're best bet is to blaze on as if nothing has happened and never attend another owners update as long as you own either group. That is unless you actually WANT to join whatever merged product eventually comes out of this, which will have a better chance of being a disappointment than anything exciting. The merger will, however, offer options. My suggestion would be, if you want to keep those options alive for future possibilities, once they're offered in writing at the initial outset, jump on it then. It will only get more complicated and expensive to join later on down the road if history proves anything.

You are so unlikely to lose any meaningful benefits currently in place that concern/worry is not warranted. HGVC has a very good fiscal responsibility for it's owners that DRI owners should be happy. One of the reasons we left DRI was how out of control they were with fee's while not providing equivalent quality. DRI fee's in Vegas were every bit as high as Marriot, but the percentage of cash going into reserves was pitiful and the quality was far below MVC.

My fear was that DRI management would gain control of HGVC and I'd see a skyrocketing MF, just like what drove us away from DRI. If that had happened, I would have been putting my HGVC ownership up for sale. Having been an elite owner with DRI and a standard owner with HGVC and understanding both management companies, I'm considerably happier with HGVC controlling the purse strings.

As far as an cross pollination between systems, it would be nice IMHO, but I'm not holding my breath nor holding onto my HGVC ownership with the hope I'll ever be able to book DRI resorts. If I were a DRI owner, except for some branding changes, I wouldn't expect to see much in the way of changes either.

Where I might have some worry is if I owned one of the lessor DRI resorts or was with a resort group only affiliated with DRI. I can see the possibility that previous affiliations ending and/or the resorts not to HGVC standards being spun off or management contracts sold to someone else. Possibly to a group less desirable the HGVC, which as a great reputation in the industry as well as with their owners.
 
Still, if you don't want change, you won't have to change. Anything guaranteed in writing from the original purchase will remain.

As we both know, in most every timeshare system, very little is written into the contract and most everything we do in the timeshare world is part of "benefits" which I am fully aware are subject to change. That is what bothers me. That being said, if I have to walk, I know I will have gotten my value out of the money I have spent having been an owner for 32 years now. I don't want to walk but I will refuse to start having to pay exchange fees to go to other resorts within Diamond or pay to roll my points over to the next year like HGVC does.

As for owner updates, I do the exact opposite and attend 10 to 12 a year. I usually get $200 a pop so the money from the updates covers about a quarter of my maint fees.
 
As we both know, in most every timeshare system, very little is written into the contract and most everything we do in the timeshare world is part of "benefits" which I am fully aware are subject to change. That is what bothers me. That being said, if I have to walk, I know I will have gotten my value out of the money I have spent having been an owner for 32 years now. I don't want to walk but I will refuse to start having to pay exchange fees to go to other resorts within Diamond or pay to roll my points over to the next year like HGVC does.

As for owner updates, I do the exact opposite and attend 10 to 12 a year. I usually get $200 a pop so the money from the updates covers about a quarter of my maint fees.

Attending is one thing, listening a d believing is another.

I don’t believe you will see any material changes to what DRI members enjoy now. They will begin to offer “enhancements”, both real and sales staff imagined. But don’t believe anything they say and don’t worry about getting what they say.

That VP you spoke with likely told you what was true at that minute, but these things take time and there won’t be any date written in stone. It will happen, but it will be a moving date until everything is in place.
 
I'm simply regurgitating what the Sr VP told me several months ago...

My contractor told me my project would take 2-3 months. It's been 6.
There's a reason for every delay... Permits, weather, custom orders...
The best laid plans of mice and men...

.
.
 
Attending is one thing, listening and believing is another.

I did use the word attend. ;) :ROFLMAO:

I'm just playing their game with the updates and letting them pay for a good chunk of my maint fees. Win/Win for me and the concierge (concierge gets a bonus for everyone they send to an update) though it's still a lose for the salesman. :cry: I've been doing this ever since they changed their rules from max 1 update per quarter so about 8 years now at 10-12 meetings per year at minimum $200 a pop. Quite a nice chunk of change.
 
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