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Spain’s Fergus Group pivots to repositionings

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INTERNATIONAL REPORT — Born out of Palma de
Mallorca, Spain, a decade ago, the Fergus Group’s 34 hotel assets stretch
across key Spanish holiday regions, including the Balearic and Canary Islands,
Catalonia, and Andalusia.

The Spanish company owned by Mallorcan
entrepreneur Pep Cañellas specializes in repositioning, managing, and
commercializing hotel assets across various brands from luxury to mid-market.
It owns and operates hotels under the Fergus Hotels and tent Hotels, while its
soft brand is Affiliated by Fergus.

Already, in 2025, the group has added seven
new properties to its portfolio, with three in Mallorca and one in Sitges on
the Barcelona coast. About a dozen more hotel transformation projects are in
the pipeline for 2025 and 2026, said CEO Bernat Vicens, particularly in the
Canary Islands and in new opportunities areas such as the Valencian Community,
with a special interest in Benidorm.

“Our growth strategy is strongly rooted in the
repositioning of underperforming assets in Spain’s mature vacation
destinations,” Vicens said. “That said, our priority when assessing new
opportunities is clear: we only move forward with projects that allow us to
create long-term value—for the hotel and the destination. We are selective in
our growth.”

The group’s local knowledge gives it the edge
on U.S. companies looking to expand in Spain in the holiday resort market, Vicens
added.

“Managing beach-oriented leisure hotels,
particularly in a mature destination like Spain, requires a very specific
expertise,” he said. “While the core principles of hotel management remain
common, vacation hotel management differs from urban or business hotels. Guest
behavior, expectations, seasonality and spending patterns demand a tailored
approach.

“Many large U.S.-based or publicly traded
companies rely on strong brand architecture but often lack the operational
experience and commercial strategies needed to succeed in this niche. Our
strength lies there.”

Vicens added that the Fergus Group model is
flexible and adapts to the ownership structure of each asset, noting that some
of the hotels are owned.

“We collaborate with a diverse range of
owners, from small family-run businesses to international investment funds and
other hospitality groups, who all share the objective of maximizing asset value,”
Vicens said.

The lineup

The Fergus Hotels brand includes 4- and 5-star
properties across Spain’s top coastal destinations. The brand operates three
distinct sub-segments: Fergus Club, aimed at all-inclusive, activity-rich,
family-oriented travel; the lifestyle-oriented Fergus Hotels; and the premium,
adult-oriented Fergus Style.

Sea View Suite at the Fergus Style Palmanova, Spain

In 2020, the company launched tent Hotels,
targeting the mid-range to premium market segment, and Gen Y and Z travelers,
with a modern and flexible approach.

“Tent Hotels is a trailblazer in the B&UB
(Bed & Unlimited Brunch) category,” Vicens said. “These properties are
tailored for travelers seeking flexibility and immersion in the local
destination.”

Affiliated by Fergus targets independent
hotels that wish to retain their identity while benefiting from Fergus Group’s
operational and commercial expertise.

Vicens said that as a third-party management
company, its strategy is to add value to both the holding company and its
partners. “We choose hotels that are not at the level of performance that they
could be and, through a change in management and reinvestment, take them to
another category.

“Our GOP delivery strategy is rooted in a
combined formula of efficiency and a consumer value-driven model. We focus on
unlocking underutilized potential in assets through targeted repositioning,
lean operational structures and a tailor-made, asset-by-asset commercial
strategy.”

This, too, Vicens believes, differentiates the
group from larger U.S.-based operators who may standardize performance.

“We adapt our approach to each
property—maximizing owner returns by blending operational flexibility with a
deep understanding of local requirements, seasonality, and labor dynamics.”

Bottom line

Vicens said the company’s success can be
measured by the international companies that have chosen them as a management
partner, such as Grupo Piñero and Grupo de Empresas Matutes (owner of the
Palladium Hotel Group).

To date, the group has invested over €130
million in hotel repositioning projects, “always with a focus on unlocking
long-term value.”

We expect to close 2025 with a turnover of €210 million and a GOP of €90 million, an 88% growth compared to recent years.

Bernat Vinces

Vicens said the group’s profits are soaring
along with its expanding portfolio and staff.

“We expect to close 2025 with a turnover of
€210 million and a GOP of €90 million, an 88% growth compared to recent years,”
he said.

This year, Fergus is opening seven new hotels,
including the Fergus Style Punta Arabí in Ibiza, its entry into Menorca with
two hotels, two new assets in Catalonia, and the ninth opening for its tent
Hotels brand. In 2026, three more hotels in Cala Major, Palma’s coastline, will
be renovated before reopening under the Fergus, Fergus Style, and tent Hotels
brands in 2027.

Vicens said the Spanish market continues to
demonstrate strong fundamentals in both domestic and international travel.

“We expect continued growth in ADR and RevPAR
in the leisure segment, especially in coastal and island destinations,” he said.
“With increased interest in quality, authenticity, and year-round experiences,
repositioned assets are in a strong position to outperform the market.”

Even with the uncertainty of global
macroeconomic factors, Vicens feels the outlook is positive, particularly for
operators who can adapt quickly and deliver tailored guest experiences.

“Each year, we add value to the sector by
introducing new repositioning projects that actively contribute to the
evolution of tourism in Spain,” he said.

Vicens gives the example of the €20 million
investments last year in launching three hotels in the Calvià area in
southwestern Mallorca: Fergus Club Mallorca Waterpark, tent Calvià Beach, and
tent Mojito Suites.

Closer
to home, overlooking the Bay of Palma, the group is expanding its footprint
with three new properties set to open in the seaside resort of Cala Major in
2027. Following an extensive repositioning project, the Fergus Style La Cala,
Fergus Marivent, and tent Costa Palma will re-emerge with upgraded facilities
and services.



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Cape Canaveral to get six-story Margaritaville-branded hotel

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Construction of a Margaritaville-branded hotel is about to begin in Cape Canaveral, aiming to attract customers from Port Canaveral’s steadily growing cruise market.

The 150-room, six-story Compass by Margaritaville Hotel will be located at 8955 Columbia Road, which is one of the closest parcels to Port Canaveral.

Corey Runte, a vice president at Certified General Contractors, which will be coordinating the $32 million project, said construction could begin as early as October.

“I think it’s a unique brand,” Runte said, noting its connection to the late singer/songwriter Jimmy Buffett, whose hit song “Margaritaville” helped trigger the creation of a Margaritaville hospitality empire of hotels, restaurants and other venues.

Coincidentally, the Cape Canaveral hotel will be just off State Road A1A, which last year was officially designated by the state as the Jimmy Buffett Memorial Highway.

Runte said hotel will have indoor and outdoor dining, plus a resort-style swimming pool.

Cape Canaveral hotel development continues

This will be the third hotel that Certified General Contractors will be building in Cape Canaveral recently, joining the 150-room Hyatt Place Cape Canaveral that opened earlier this year and the soon-to-open, 156-room Hilton Garden Inn Cape Canaveral.

Brevard County Tourist Development Council Chair Rob Feltner said the construction of hotels the Cape Canaveral market is an indication of the optimism about the continued growth of the cruise business at Port Canaveral, the world’s second-busiest cruise port.

Many Port Canaveral passengers stay in hotels along the Space Coast for one or more days before or after their cruises.

There are several other Compass by Margaritaville hotels in Florida, including ones in Anna Maria Sound, Flagler Beach and Naples.

Runte said the brand typically approves projects in cities near the water and in a tourist-heavy community.

“They’re very selective with where they’ll approve a location,” Runte said.

An Alachua-based management group will be the Cape Canaveral hotel’s owner/developer, under the Compass by Margaritaville franchise.

Another Margaritaville hotel was proposed in Melbourne

Principals in the Cape Canaveral hotel are not connected with a proposed Compass by Margaritaville on a 4.6-acre riverfront site just south of Cherry Street on U.S. 1 in Melbourne.

The Melbourne proposed is more elaborate than the Cape Canaveral project, with plans for the tropical-themed Melbourne Margaritaville that include a seven-story hotel facing the Indian River Lagoon; a two-story restaurant building with 400 seats; a 221-slip marina; a 14,000-square-foot lawn with stage for concerts and events; a four-level parking garage; and a public boardwalk.

However, construction on that project has not proceeded.

The Melbourne project’s developer did not respond to phone, text and email messages seeking an update on the status of the development.

Melbourne city officials say they have not received any recent updates on that project.

Dave Berman is business editor at FLORIDA TODAY. Contact Berman at dberman@floridatoday.com, on X at @bydaveberman and on Facebook at www.facebook.com/dave.berman.54





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UK Tourism Impacted as Protests Erupt Outside Immigrant Hotels Amid Housing Controversy

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Published on
August 9, 2025 |

On August 8 and 9, 2025, protests erupted outside multiple hotels across the UK that house asylum seekers, stirring controversy around the government’s immigration policies. The demonstrations, which took place in over 20 locations, raised significant concerns about the broader implications of housing asylum seekers in hotels. These protests, centered around what many have called “immigrant hotels,” are not only a challenge to the country’s immigration policies but also threaten the tourism industry, with potential impacts on local economies that rely on tourism.

The protests are particularly noteworthy as they coincide with peak tourist season, with demonstrators voicing their dissatisfaction about the government’s approach to housing migrants in temporary accommodations. As asylum seekers occupy hotels that are usually booked by travelers, local tourism providers and businesses face growing tension as protests disrupt tourism hotspots and challenge the use of hotels as temporary housing.

The Strain on Local Tourism and Communities

The increasing number of protests in tourist-heavy regions such as Dover, Birmingham, and London has drawn attention to the negative effects on local tourism. These areas, which are popular for both domestic and international visitors, are experiencing disruptions. Local businesses, including hotels, restaurants, and shops, have reported a decline in foot traffic and bookings due to the protests. As tensions rise, international tourists might reconsider their travel plans, wary of potential unrest and the heightened political atmosphere surrounding immigration.

In areas like Dover, where protests have frequently occurred, local tourism is struggling. With many hotels housing asylum seekers, there’s growing concern among small businesses that rely on seasonal tourists. Protestors argue that the influx of asylum seekers has placed a burden on the local economy, which is exacerbated by the political rhetoric surrounding migration. For these businesses, the uncertainty of the situation is affecting their ability to plan for a stable future, especially as the peak summer season approaches.

Government’s Response and Its Impact on Tourism

The UK Home Office has responded to the protests by reducing the number of hotels being used to house asylum seekers. From over 400 hotels in the summer of 2023, this number has now dropped to fewer than 210. This reduction is part of the government’s effort to manage the immigration crisis while attempting to limit its impact on tourism.

Further plans to phase out the use of hotels for housing migrants by 2029 aim to reduce costs and stabilize the accommodation situation. However, the impact on the tourism sector is already being felt, particularly in regions where the presence of asylum seekers is higher. Local tourism businesses are calling for clearer solutions that do not disrupt their operations, as the unpredictability of protest activity makes long-term planning challenging.

How Protests Could Shape the Future of UK Tourism

As protests continue across the country, many are questioning the long-term consequences for the UK’s tourism sector. The growing public debate surrounding the housing of asylum seekers and the use of hotels is likely to affect the UK’s international image, potentially deterring tourists who are concerned about safety and stability. For countries that depend on tourism as a significant part of their economy, this could have far-reaching consequences, especially in cities that rely on foreign visitors.

The UK government’s plan to end the use of hotels for asylum seekers by 2029 may offer some relief, but there is concern about how the transition will unfold. Will the country be able to accommodate asylum seekers in other ways without disrupting local economies and tourism? The road ahead remains uncertain, as communities, businesses, and tourism stakeholders continue to voice their concerns.

Navigating the Challenges: Can UK Tourism Recover?

As the UK government moves forward with its plan to address the housing of asylum seekers, the question remains: How will this situation impact the future of UK tourism? Tourism, one of the country’s most valuable industries, depends on the perception of safety, stability, and accessibility. The growing protests and political unrest may have long-lasting effects on the sector, especially in areas where tourism is a primary driver of the economy.

However, the government’s eventual plans to reduce its reliance on hotels for housing migrants may offer hope for the recovery of the tourism industry. As businesses and local communities continue to navigate these challenges, a more stable and sustainable solution for housing asylum seekers could pave the way for the restoration of tourism flows.



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Tornos News | BCD Travel Survey: What Business Travelers Look for in Hotels

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BCD Travel surveyed 1,035 business travelers worldwide, capturing their accommodation preferences, booking and payment habits, and the challenges they face during their business trips.

Accommodations: Comfort, Location, and Employer Policies

Most business travelers choose mid-range (3*) or upper-class (4*) hotels, with location being the most important factor (77%). Employer policies (56%) and cost (53%) also play an important role. Occasional apartment dwellers prefer apartments for longer trips, as they offer more space and the ability to prepare meals and laundry.

Search, book, and pay

75% use their company’s online booking tool (OBT) to search for hotels, while 33% turn to hotel websites or apps. For booking, 84% again choose OBT, 20% directly through the hotel, and only 10% by phone. Three out of four pay with a corporate credit card, while virtual cards are rarely used.

75% of travelers say that their company sets a price cap for hotels, 10% say there are no limits, and 18% do not know.

Habits and preferences

Personal experience strongly influences choice: 77% prefer hotel chains with consistent service standards, while 73% stay in the same hotel on repeat visits to the same destination.

The most frequently used amenities are Wi-Fi and breakfast. Restaurants, parking, fitness centers, and flexible check-in/check-out are also popular. Travelers also value wellness amenities, such as bottled water, pools, spas, and healthy dining options.

Earning loyalty points is a strong motivator, especially in North America, where 99% are members of relevant programs. Overall, 80% participate in at least one program and 2/3 choose hotels that partner with them. 75% say they save points from business stays.

Problems and security

70% say they are satisfied with their company’s hotel policy and preferred suppliers. However, complaints are recorded about slow Wi-Fi, not including breakfast in the price, outdated rooms, and uncomfortable beds.

Security remains a concern: 30% said they did not feel safe due to the location, while 70% double-lock their room door.

Sustainability: Low Priority

50% rarely or never consider environmental factors when booking. 40% don’t consider sustainability at all, while only 20% look for features like eco-certification, reduced plastic, low carbon, water efficiency or limited cleaning.

BCD Travel says sustainability should be built into the hotel selection process and goals should be clearly communicated to travelers.

Strategy for the Future

As Teri Miller, BCD’s Executive Vice President, notes, a successful hotel program is “dynamic” and adapts to the needs of the market and travelers. With the hotel contract negotiation period underway, the company is providing tools and advice to better leverage programs and improve deals for 2026.





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