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 Bits Beyond the Berms 4/23/07 - 4/29/07
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Hi-tech, Adrenaline-Rushing Amusement Parks Have Arrived
VISHAKHA TALREJA
INDIA TIMES
APRIL 23, 2007
NEW DELHI: Just imagine riding a wheel which both rotates and revolves 360 degrees at a speed of 14 rpm (revolutions per minute) with laser fireworks lighting up the sky. It may not seem pretty quick if you compare to a fast car, but it will give you all the fun you want without spinning your head. And this along with multi-media game parlours, exotic theme parks, out-of-the-world rides could soon be part of high-tech amusement parks in India.
These are very different from the routine merry-go-rounds and giant wheels. High-tech amusement parks could be theme parks with different zones, long elevated mono rails for travelling within the parks, laser shows, interactive TV and to top it all the thrilling computer-controlled rides that you might have seen in a Hollywood blockbuster.
You won’t have to fly to Disneyland to experience adrenaline-rushing joy rides or fun-filled games. The Rs 3,000-crore amusement park industry in India will soon offer the same experience at home.
To begin with you have Noida Entertainment City (NEC) being developed by International Recreation Parks (IRPPL) in a 50:50 joint venture with Unitech, scheduled to open next year. The amusement park spread over 150 acre will be a theme park for which the company has tied up with Cartoon Network.
“The park can accommodate about 1.8 million people. The destination park is targeted at not only locals but tourists as well therefore we have designed it on international lines meeting the standards of Disneyland and the likes,” says Rakesh Babbar, managing director, International Recreation Parks.
While this amusement park can accommodate 1.8 million people at same time, the footfall for the popular Delhi-based amusement park Appu Ghar is only 1.2 million annually.
The new amusement parks are trying to ensure that people get a good experience not just from the rides, but also the overall packaging is attractive. To enable this, NEC has roped in MVA, a Hong Kong-based company as a traffic consultant. While Canada-based Forrec is its design consultant, Cini Little, a California based company is its F&B consultant. Also the water management will be done by Europool, a Glasgow, UK, company.
It’s not just fun-filled rides but laser and firework shows and other multimedia games which will attract people to the amusement park. A 60-meter high spectacular tower will have feature lighting display. ECA2 is NEC’s multimedia sourcing company — the company which created Athens Olympics opening ceremony and musical fountains of Sentosa in Singapore.
Another amusement park Adventure Island currently under development by IRPPL is located in Rohini (Delhi). The company has tied up with POGO channel for this park. One of the main attractions of the park will be interactive TV being sponsored by the POGO channel.
In Chandigarh, another amusement park is being developed by Unitech. “The 73 acre amusement park will not only have 45 thrilling rides, but will also have a wax museum on the lines of Madame Tussands,” said a Unitech spokesperson.
Importing the rides can cost almost 10 times of what sourcing them from India costs, say experts. Hence, the large outlays on such projects. For NEC, the rides have been sourced from various international companies such as Italy-based Zamperla and Moser and Switzerland-based Intamin.
The rides rotate and revolve 360 degrees at the same time. While the high thrill rides have a speed of 14 rpm even the mild ones take 12 revolutions per minute. Fast and furious. How safe are these hi-tech rides? Well if international certification is any indicator then the amusement parks being developed by IRPPL will adhere to German safety standards called DIN (Deutsches Institut Für Normung).
On the other had there are some blueprints that seek to blend spirituality with technology in an amusing ambiance. ISCKON is planning two amusement parks, one in Vrindavan and another in Bangalore. The investment for the parks will be around Rs 1,000 crore and Rs 350 crore, respectively. The theme of the parks will revolve around Krishna’s stories.
The amusement parks are riding not just high on technology but big bucks as well. The first phase of NEC will cost Rs 1,400 crore. The investment in the Rohini Adventure Island will be about Rs 300 crore. Unitech will be investing over Rs 500 crore in its Chandigarh project.
The amusement park industry has been growing at 25% per annum over the last five years, according to industry estimates. There are around 150 parks in India, with 10-15 coming up over the next few years. It’s time to gear up for the next generation of amusement parks now.
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End to Park's Woes in Sight
By Nancy Hernandez | Staff
Frederick News-Post
April 23, 2007
NEW MARKET -- After several bumpy months of disputes with the county and private companies, Adventure Park U.S.A. may be close to coasting to a resolution.Adventure Park and the Town of New Market have reached a settlement with two private companies that were trying to block the town from annexing the 24-acre amusement park, said Larry Stottlemyer, Adventure Park's founder and managing director. And the park recently got approval from the state to operate a roller coaster that Frederick County contends was built illegally.
The park's annexation and roller coaster woes began in September. That month, a lawsuit was filed in Frederick County Circuit Court on behalf of two companies -- Intercoastal Industrial Park Limited Partnership, which owns 26 lots in the 204-acre industrial park off Baldwin Road that houses Adventure Park U.S.A., and Intercoastal Industrial Center Owners Association Inc., a business owners association.The companies asked the court to prevent annexation, arguing that such a move would prevent them from selling the remaining lots.
Despite the lawsuit, the New Market town council voted unanimously in November to annex the park. Circuit Court Judge John Tisdale ruled in favor of Intercoastal in January and voided the annexation. The town appealed several weeks later.
New Market Mayor Winslow Burhans III said Monday the town anticipates receiving between $120,000 and $140,000 annually in amusement taxes if the annexation goes through. Should a water park be added in the future, he anticipates the town could receive as much as $200,000.
He declined to comment on the status of the appeal and whether an agreement had been reached.
Stottlemyer said he anticipates the appeal will be dismissed because Adventure Park and New Market have reached a tentative agreement with Intercoastal.
He declined to discuss specifics of the agreement, but said Intercoastal wanted protection that the town wouldn't try to annex other properties in the industrial park in the future. The settlement did not involve any money, other than legal fees, he said.
The Miles & Stockbridge attorneys representing Intercoastal could not be reached for comment Monday.
Stottlemyer said he hopes paperwork to finalize the agreement will be completed by the first week of May. With an agreement in place, the town should be able to annex the park.
"This is good news for everybody," he said. "Everybody can go on with their lives."
Annexation would also solve the park's conflicts with Frederick County about its roller coaster because New Market would assume zoning jurisdiction for the park.
The roller coaster was first operated from 1976 to 2005 at various parks, including Busch Gardens in Williamsburg, Va., Stottlemyer said.
Adventure Park, along I-70, bought the 1,500-foot track, called the Wild Cat, from Williams Grove Amusement Park in Mechanicsburg, Pa. and refurbished it.
In September, Frederick County cited the park for disobeying an order to stop building the roughly 40-foot roller coaster. The park never got approval from the county to construct the roller coaster in the first place, said Larry Smith, zoning administrator for Frederick County's planning division.
The order to stop building was an attempt to give the park time to comply with county laws, he said. Because roller coasters aren't addressed in Frederick County zoning laws, the park should have obtained a text amendment and gone through a site plan review.
Adventure Park did receive site plan approval in January 2003, but Smith contends a roller coaster, unlike other rides, was not identified on that plan.
Stottlemyer said the roller coaster has been built on a spot the county approved for future rides.
Amusement parks often replace rides that are no longer popular with new attractions, Stottlemyer said. He believes it would be a burden on his business to have to seek site plan review and ask for a variance every time he wants to add a new ride.
Under New Market's authority, he would not be required to follow the same process, Burhans said. The town created zoning that permits amusement park rides, although the state would have to approve operation of each ride.
The Maryland Department of Labor, Licensing and Regulation inspected the roller coaster and approved its operation March 30, Stottlemyer said. The permit is good for one year and inspectors will check the ride annually.
Stottlemyer believes the roller coaster will benefit Frederick County through increased tourism.
As far as he is aware, Frederick County is now the only place in Maryland where people can ride a roller coaster without having to pay an entrance fee into parks, such as Six Flags America in Bowie.
"Granted they have more than one roller coaster, but here you can walk into Adventure Park, flop down $4 and have a great ride," Stottlemyer said.
He estimates a couple of thousand people have enjoyed the one and a half-minute ride since the coaster opened April 1.
"Everybody loves it," Stottlemyer said.
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Milton Hershey’s Utopian Amusement Park Turns 100
By Christine Gibson
American Heritage Press
April 24, 2007
For many decades, wooden crossbeams and undulating tracks rose above the tree-lined streets of Hershey, Pennsylvania, like an epic statue of some serpentine hero. To the people in the tidy homes below, the Ferris wheel spokes and wafting carousel music were a part of everyday life. But like the smokestacks of the nearby chocolate factory, Hershey’s amusement park, born 100 years ago today, was the embodiment of an ideal—that one’s personal wealth is best spent helping those around one—and was also a monument to the man who built it, Milton S. Hershey.
Although log flumes and kiddie rides might seem no more than simple fun now, when Hershey Park first opened, on April 24, 1907—with little more than a bandstand and a pavilion interrupting its shady groves—amusement parks were, like model towns, a tantalizing glimpse at a hopeful future, in which technology and human ingenuity promised to erase civilization’s ills. Hershey believed wholeheartedly in that vision, and he put it to the test when he built his attractive, luxurious company town in the dairy fields of Pennsylvania. He made sure his workers had safe homes, decent transportation, and, no less important, a source of wholesome amusement.
Hershey had planned the park as a refuge for his workers, but the publicity surrounding his model community quickly lured a steady stream of tourists. The revenue from more than 100,000 visitors a year allowed Hershey Park to double in size by the 1920s.
Revelers’ nickels and quarters (together with the $7.7 million per year Hershey made selling building lots in town) financed a free zoo, a convention hall, a dance pavilion, and, on the town’s twentieth anniversary in 1923, its first roller coaster, the Wild Cat. As shrinking work weeks and rising wages gave Americans more leisure time and disposable income, roller coasters proved the perfect outlet for the thrill-hungry, speed-loving 1920s.
The Depression spelled an abrupt death for many amusement parks, but Hershey funded a building campaign in the 1930s to employ more than 600 men. In addition to erecting a community center, an opulent 1,900-seat theater, and a $2 million 190-room hotel, the workers updated the park with a fun house, a water flume, a penny arcade, and a new roller coaster. By 1940, the town of Hershey was welcoming 2 million visitors a year.
Hershey Park’s success notwithstanding, the 1940s represented the nadir of the American amusement park industry. Of the 2,000 parks operating in 1920, 1,750 had shut down by 1940. The postwar years, however, brought America new prosperity and a bumper crop of children to entertain. It was a lucrative nexus, one that a veteran Hollywood mogul was wise enough to exploit. In 1955 in an orange grove in Anaheim, California, Disneyland opened its gates and, with runaway success, redrew the blueprint for American amusement parks. Over the next two decades, its imitators—Busch Gardens, Six Flags, Great Adventure—would flourish across the country. No longer bounded by city streets, the new, corporate-owned theme parks sprang up along highways, unreachable by city subway or tram line. High walls isolated them from their surroundings, and visitors bought admission rather than paying a fee per ride. Unlike the earlier generation’s attempts to vent the pressures of urban life, these parks attempted to block out the realities of the city altogether. Inside, they presented a meticulously controlled fantasy world, an exotic location here, a bygone era there, an action movie elsewhere.
Although attendance at Hershey Park continued to rise after the war—from 37,000 visitors in 1946 to 740,000 in 1968—the increasingly worn attractions came to seem old-fashioned compared with those at the new theme parks. Some of its features, like a four-pool swimming complex, were prohibitively expensive to maintain, and the park was having trouble simply accommodating the growing crowds. In the 1970s Hershey Estates, which represented the founder’s non-chocolate enterprises (Hershey himself died in October 1945), remodeled the park into a Disney-style theme park, with new rides and landscaping—and an admission fee. A chainlink fence now separated the newly renamed Hersheypark from the rest of the town.
The decision rankled the park’s original beneficiaries, the residents of Hershey. For nearly 70 years, they had enjoyed afternoons rowing on the creek and evenings dancing to bands, all free of charge. Now they felt edged out in favor of tourists and profit. “Milton Hershey was a man of great principle,” a longtime Hershey denizen remarked. “He built this town for a purpose, not for a bottom line. But the company can’t see that.”
From a financial standpoint, of course, the new approach worked. New rides and theatrical productions brought in new business. In 2006, 2,690,000 people visited Hersheypark, the seventeenth-most popular park in America (Disney owns 6 of the top 16; 3 more are in Orlando, home of Walt Disney World). In the century since the town’s founding, a host of changes have altered—some would say endangered—Hershey’s original vision. The company declared the lavish community center an employees-only corporate office in 1980; in 2002 board members of the Milton Hershey School Trust planned to sell their $10 billion controlling interest in Hershey Foods Corporation, stock that has made the town’s residential school for underprivileged children richer than several Ivy League universities. The outcry in Hershey was so overwhelming that in the end the board voted against the sale. If anything, the controversies surrounding each of these events inspired the town’s 13,000 residents to remember the principles their community was founded on. “What would Mr. Hershey do?” remains the local refrain, only occasionally answered, as on a 2002 yard sign, by “Wait ’til Mr. Hershey finds out.”
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Amusement Park Winds Down Fun
BY LARA BRENCKLE | Dillsburg Bureau
The Patriot-News
April 23, 2007
Though the owners of the Williams Grove Amusement Park are open to the possibility of selling to another park operator, they are planning to auction the park's rides this summer.
"Everything in the park is for sale," Justin Loh, the park's former manager, said last week.
That includes the 140-year-old carousel, one of the park's best-known attractions.
Alan Kreitzer said he plans to run some of the rides, including the carousel, during the flea market he operates in the park on Sundays. Kreitzer, of Silver Spring Twp., is leasing the property with an option to buy.
"The park's value is more as a park than as a flea market. We wouldn't have any problem selling it to Alan, if the price is right," Loh said.
Loh said offers have come in well below landowner Morgan Hughes' $2 million asking price.
Hughes has turned his attention to upgrading the Williams Grove Speedway, Loh said.
The park was closed for the 2006 season. The only rides running this summer will be those Kreitzer operates during his Sunday flea market, Loh said.
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Penang May Have Theme Park
By NIK KHUSAIRI IBRAHIM
The Star
April 23, 2007
PENANG: Penang may soon have a theme park, complete with a roller coaster and other fun rides similar to those in Genting High-lands.
State Tourism Development and Environment Committee chairman Teng Chang Yeow said the state had endorsed a proposal by a Japanese company to set up the theme park on a 3.2ha site near the Auto City in Juru.
He said the company had expressed interest in setting up the park on the privately owned land due to its accessible location.
“The theme park will have 28 different attractions, some of them similar to the ones we have in Genting,” Teng elaborated.
“The state government welcomes the idea of a theme park as it will be a new tourism product for the state. We gave our endorsement last week during the tourism product committee meeting.
“However, the company must seek approval from DOSH (Department of Occupational Safety and Health), the local authorities and the Customs Department. DOSH will be looking into the safety of the equipment.”
Teng was speaking to newsmen after jointly opening the Thai Songkran festival 2007 with Deputy Consul General of Thailand Wasin Dhamavasi at Queensbay Mall yes-terday. The two-week festival was jointly organised by Kenlink and Alila Star Enterprise.
Teng said the state government was willing to promote the Songkran Festival on a larger scale.
“The state has supported the Ja-panese Bon Odori events. Similarly, we will also support Thai traditio-nal festivals,” he said.
Alila Star managing director Sirinya Koram said many Thai people, especially those from South Thail-and would be attracted to visit Penang.
“South Thailand has many attractions but because of the unrest, it is becoming difficult for us to attract foreign tourists,” he said.
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Will it be Steel Venom at Dorney Park?
The Morning Call
April 27, 2007
Dorney Park and Wildwater Kingdom is getting a new roller coaster for the 2008 season, and amusement-park fans think they know which one it is.
Last week, the South Whitehall park got township approval for minor zoning changes that will allow it to build a coaster. The ride would be 184 feet tall and would be powered by a linear induction motor, a type of motor used in rapid-transit trains and conveyor belts as well as amusement rides.
Representatives of Dorney and Dorney's parent company, Cedar Fair Entertainment Co., declined to comment Monday.
But coaster buffs believe they already know the scoop. A theory making the rounds of fan-operated Web sites such as Screamscape.com and DorneyOnline.com says Cedar Fair is going to move a coaster called Steel Venom to Dorney from Geauga Lake, a Cleveland-area park. Cedar Fair bought Geauga Lake from rival park operator Six Flags in 2004.
Steel Venom is a U-shaped ride in which riders go up and down tall towers, on each side. Riders sit strapped into open seats, not closed cars. The ride reaches a top speed of 70 miles per hour, according to online roller coaster databases.
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Six Flags Anticipates Higher 1Q Revenue
Associated Press
April 26, 2007
NEW YORK -- Theme park operator Six Flags Inc. said Thursday that its first-quarter revenue increased about 19 percent to $50.8 million compared with the prior-year period.The company reported revenue of $42.7 million a year ago.
Attendance grew 6 percent versus the previous year despite fewer park operating days. First-quarter results typically represent approximately 5 percent or less of Six Flags' full-year attendance.
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Bollywood to Have its First Theme Park in Mumbai
By Krittivas Mukherjee
Reuters
April 27, 2007
MUMBAI (Reuters) - A Bollywood theme park is being built in Mumbai along the lines of Hollywood studio parks, allowing fans to go behind the scenes of the world's biggest cinema industry in terms of viewers.
Percept Holdings, a media and entertainment company, is constructing the theme park at an initial cost of $100 million in a sign of the growing taste for merchandising in an industry evolving from family firms to Hollywood-style companies.
"Bollywood is what the Indian masses turn to for entertainment," said Shailendra Singh, a top official of Percept Holdings which is building the park in Mumbai, India's cinema and entertainment capital.
"Bollywood accounts for over 40 percent of the total revenues of the overall Indian film industry, but there is no organised format or means to consume this experience."
The theme park, due to open in 2008, will have Bollywood cafes, a hall of fame, museums, Bollywood rides, sets, shoot visits and simulator experiences.
Despite being so prolific -- Bollywood makes more than 800 films a year -- the industry's revenues stand at half of what the Walt Disney studio made in box office revenues in 2006.
But studios and analysts say the industry is aiming at following Hollywood with "media convergence" -- the buzzword for plastering products across an array of media such as television, the Internet, video games and mobile phones -- to raise revenues.
Revenues from India's film industry, valued at about $1.75 billion in 2006, are forecast to nearly double to $3.4 billion by 2010, according to estimates by PricewaterhouseCoopers.
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1000-Room Orlando Sun Resort Joins The Lexington Collection
History Being Recreated at Former Hyatt Resort with Long Heritage in Orlando
The Lexington Collection By Vantage
April 25, 2007
Cleveland, OH | The Lexington Collection is proud to announce the addition of the legendary Orlando Sun Resort as the newest member of its growing brand.
Originally built in 1972 as the Hyatt Resort, the property was one of the first hotels to welcome visitors of the then newly-opened Disney World.
The 1000-room hotel, situated on 77 acres of prime real estate – only one-mile from Walt Disney World’s main entrance and minutes from SeaWorld Orlando, Universal Orlando, Gatorland, Old Town and many premier shopping and dining venues, will re-open to the public in May.
Poised to rival the three and four-star hotels in the world’s top vacation destination, amenities and services at the newly-renovated Orlando Sun Resort by Lexington include 22 meeting rooms with 60,000 square feet of meeting space, four grand pools with separate children’s wading pools, world-class banquet services, two restaurants, a sports bar, a high energy club with a deejay station, a state-of-the-art fitness center, extraordinarily proportioned rooms, concierge service, a breathtaking grand foyer, four lush tropical courtyards, landscaped gardens and an extensive service staff. Exquisite details abound throughout the resort that has recently undergone multimillion dollar renovations, including a half million dollars in landscaping alone.
Each room features luxurious 300-thread count bedding, feather pillows, extended room service menus, coffee and tea service and free wireless service.
The Orlando Sun Resort by Lexington ranks as the third largest meeting venue in the Kissimmee/Osceola County region and is the hotel with the second most rooms in the area.
“We are thrilled the Orlando Sun Resort put their trust and business with the Lexington Collection brand above all other hotel franchises,” said Steve Belmonte, President, CEO and Partner of Vantage Hospitality’s Lexington Collection. “This amazing property with incredible convention space was highly sought-after, with many of our competitors vying to be affiliated with this resort. I’m proud our branding and stellar reputation put us in the forefront.”
“It made smart business sense for us to go with Lexington,” Abdel Zourari, the property’s general manager said. “The Lexington’s championed business model allows us to be in business for ourselves, not by ourselves and does away with the complex and often complicated franchise terms and restrictions. We’re excited to have joined a brand that empowers us to choose the amenities based on our market demands and where we have a voice and a vote. I’m looking forward to tapping into the exceptional operations and reservations resources The Lexington Collection has available.”
“The impact the re-opening of the Orlando Sun Resort by Lexington will have on the Kissimmee and Orlando economy is tremendous,” said Bill Parker, Vice President of Operations for Senate Hospitality, the managing company of the property. “The reintroduction of the 60,000 square feet convention center in addition to the 1000-room hotel will bring back thousands of meeting planners, convention attendees and their families to the area, not to mention its significance in the local job market.”
“The Orlando Sun Resort by Lexington is recreating history,” cited Belmonte. “The revered property has a rich heritage in Orlando and we’re bringing it back to its grandeur roots with a unique, modern flair.”
About the Lexington Collection
The Lexington Collection hotel chain premiered to the public in 2006 and has been charting a new course in the hospitality industry since then. The Lexington brand is available to three and four star hotels and offers hotel owners four distinct products - hotels, suites, villas and resorts, and plazas. In addition, the Lexington Collection provides owners with short-term contracts, a low monthly fee, a choice in their amenities and services, all part of Lexington’s freestyle lodging model.
As The Lexington Collection- an innovative and affordable alternative to franchising - continues to make a major impact in the industry, additional major announcements on strategic and operational developments will be made.
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Donald J. Trump and Irongate Announce Spa Tower, Phase II of Trump Ocean Resort Baja, Mexico
Next Phase to feature 182 Luxury Hotel-Condominiums Combining Spa Relaxation with Oceanfront Real Estate Ownership
S&P Destination Properties Press Release
April 25, 2007
LOS ANGELES--(BUSINESS WIRE)--Following the success of the Lobby Tower at Trump Ocean Resort, Trump Organization CEO Donald J. Trump and Irongate principals Jason Grosfeld and Adam Fisher have announced their next real estate release: Spa Tower at Trump Ocean Resort. North Baja's first luxury hotel-condominium resort will bring an unprecedented level of design excellence and service to the North Baja peninsula.
"After setting a one-day real estate sales record for Mexico at $122 million in December 2006, we have created the second tower at Trump Ocean Resort," said Donald Trump. "The Spa Tower will bring an unprecedented spa experience to the West Coast of Mexico and exceed all expectations of luxury real estate ownership."Located just 30 minutes from downtown San Diego, Trump Ocean Resort's Spa Tower will be an authentic real estate offering unlike any other in Mexico. Owners will become part of an experience designed to rejuvenate the body and soul through the use of natural materials, with organic furnishings and fabrics that provide a feeling of serenity. Spa Tower suites will feature an assortment of materials and colors borrowed from the natural environment, including a soft color palette, quartz, glass and pebble tiles; stone, and the incorporation of native plant motifs in the overall design and fabrics.
Spa Tower owners will be steps away from the luxurious spa featuring massages, sea salt wraps, facials, manicures/pedicures and custom Mexican treatments used historically by ancient cultures. The ocean view spa will also feature a floating stone bridge over water ponds, a spa boutique, a relaxation room, unique women's and men's locker rooms, women's and men's outdoor warm soaking pools, a meditation garden, steam cave, and a therapeutic outdoor Jacuzzi tub with a waterfall.
Developed as a partnership between The Trump Organization and Irongate, a Los Angeles-based real estate development and investment company, Spa Tower follows on the sales success of the property's initial record setting offering in December when more than $122 million in resort real estate was sold in one day.
Prices for studio, one-, two-, and three-bedroom hotel-condominiums start in the mid-$300,000's. For more information about Trump Ocean Resort Baja, visit trump-baja.com. Contact Brendan Mann at 866-858-8736.
About the Trump Organization
Donald J. Trump is the very definition of the American success story. In 1980, he established The Trump Organization as the umbrella company for all of his real estate development and other corporate affiliates. He has continually set new standards of excellence while expanding his interests in luxury residential real estate, world-class hotels, office buildings, championship golf clubs, gaming, merchandising and entertainment.
In addition to being one of the largest developers and property managers in New York, Mr. Trump is currently building residential, hotel and golf club projects in Waikiki, Las Vegas, Chicago, Ft. Lauderdale, Miami Beach, Los Angeles, Atlanta, the Caribbean, Westchester, N.Y., Bedminster, N.J. and Dubai, UAE. He also continues to be active with numerous literary pursuits, charitable organizations and his worldwide number one hit reality television show, The Apprentice.
About Irongate
Irongate is an integrated real estate development and investment company. The Los Angeles-based company blends entrepreneurial creativity, financial discipline, and environmental and cultural sensitivity to each of its development projects. Irongate believes in creating value by being thoroughly immersed in all aspects of its projects from inception through realization, including design and architecture. This philosophy has produced a track record of success for its partners and affiliates. Irongate currently invests in five asset classes: residential, office, retail, industrial and land.
About S&P Destination Properties
S&P Destination Properties is a world leader in the resort and luxury real estate business. The company specializes in the envisioning, design, marketing and sale of the world's finest real estate. The S&P brand promise is better real estate, better experiences. The vision of S&P is to bring the finest real estate on earth to those that appreciate the irreplaceable experiences that only come with ownership.
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