Go back to the e-newsletter Go back to the e-newsletterInternational luxury travel agency network Virtuoso kicked off its Virtuoso Travel Week (VTW) in Las Vegas and, while the event itself has been going 28 years strong, this year marks the 30th anniversary of luxury travel’s premier network.VTW – an event akin to Fashion Week where travel buyers seek out the latest in luxury experiences by meeting with thousands of travel purveyors, all network partners – reached new heights this year.With nine per cent growth in attendance, a record-breaking 5257 travel professionals from 98 countries congregated at Bellagio Resort & Casino, ARIA Resort & Casino and Vdara Hotel & Spa in Las Vegas, where they conducted a staggering number of one-to-one meetings – over 320,000 of them, totalling more than 1.5 million meeting minutes or the equivalent of 2.9 years.The end goal for this global gathering: building relationships that lead to better traveller experiences.A message from Matthew D. UpchurchDuring the event’s Opening Ceremony, Virtuoso Chairman and CEO Matthew D. Upchurch recalled his philosophy that led to the creation of Virtuoso: a firm belief that travel agencies and suppliers need each other to be successful and that Virtuoso’s function is to facilitate this success by creating tools and services that support each side.Ultimately, though, Virtuoso’s role is about fostering human connections. “Thirty years ago I brought together Allied Travel and Percival Tours to create a vibrant, resilient global travel network focused not solely on transactions, but on catalysing rich human experiences,” said Upchurch.Drawing upon the message shared by the event’s keynote speaker, ‘Grit to Great’ author and head of one of the leading advertising agencies in America, Linda Kaplan Thaler, Upchurch spoke about the scenario that is helping propel success for its travel agency members: the desire for authentic human connections in a world plagued with volatility, uncertainty, complexity and ambiguity (VUCA).Upchurch continued, “In an exponentially changing environment, we don’t offer a rulebook. We believe in principles, not protocols. And we have four guiding principles we believe will anchor our future: ensure success for our agency members, make it personal for both our partners and their clients, pioneer and innovate, and tell the advisor story again and again.
Nestlé New Zealand to offload range of confectionery assetsPosted By: News Deskon: July 12, 2018In: Business, Confectionery, Food, Industries, Mergers & Acquisitions, SnacksPrintEmailNestlé has sold some of its confectionery brands in New Zealand – including Fabulicious Red Licorice, Mackintosh and Black Knight – to Sydney-based firm Quadrant Private Equity.As part of the restructuring, Nestlé will cut production at its Wiri factory with as many as 55 jobs likely to go among the 270 workers. The plant manufactures a range of smaller confectionery lines for the New Zealand market.Quadrant, which owns confectioner RJ’s and bought Australian’s Darrell Lea earlier this year, will offer Wiri staff losing their jobs new roles at RJ’s factory in Levin.Nestle said it will shift its focus to its major chocolate, baking and medicated lozenge brands in New Zealand. Culinary products will be the main production at its Wiri factory, including Maggi soups, recipe mixes and other products.Martin Brown, Nestlé general manager of confectionery New Zealand, said: “It has been based on a careful consideration of how to focus our activities and resources, recognising that our sugar confectionery range in New Zealand is largely made up of smaller local brands.”RJ’s national sales manager Amy Law said: “We are extremely excited about this potential opportunity. Being able to add these iconic NZ confectionery brands to our business gives RJ’s greater strength within the confectionery category.“The Nestle products are extremely popular in New Zealand so it is our intention to keep the product recipes exactly as they are.”Nestlé offloaded its US confectionery unit to Ferrero in January for $2.8 billion as it comes under increasing pressure to focus on high-growth categories like coffee, infant nutrition, pet care and bottled water.Earlier this month, activist investor Third Point called for Nestlé to divest as much as 15% of sales either through sales, spin-offs, or other methods to better align its portfolio around key categories.However, Nestlé countered by highlighting the “swift and decisive” action the company is taking to deliver results.Share with your network: Tags: NestléNew ZealandQuadrant Private Equity