Lifestyle
STAR Lifestyle’s Barbara Gonzalez, 79

Lifestyle

Karina Bolasco – The Philippine Star

May 30, 2024 | 12:00am

MANILA, Philippines — Writer and former advertising executive Barbara “Tweetums” Gonzalez-Ventura died on May 28 at the age of 79 due to complications from breast cancer.

Her column “From the Heart” was a popular fixture in The Philippine STAR’s Sunday Lifestyle Section.

In it she wrote about her daily trials and triumphs, her vocation of making rosaries from beads she would collect and life with her late husband, Loy Ventura, whom she met and married when she was 73 and he was 79.

Gonzalez formerly worked in advertising – most notably for Coca-Cola Philippines –and was the author of the books How Do You Know Your Pearls are Real?, On Single Parenthood and Other Ms. Adventures and We’re History!, a collection of her columns on ordinary life.

In 1991 she was a National Book Awardee and lauded by the Manila Critics Circle. She also conducted writing workshops at the Sunshine Place for seniors.

Born on Aug. 8, 1944, Gonzalez-Ventura is survived by her children and their spouses: Risa and Brayton, Sarri and Richard, Panjee, Gino and Faye; her grandchildren and their spouses Paolo and Claudine, Niccolo, Natalia, Mikel, Julian, Santiago and Gabby, Andres, Maxine and Bailey; and great grandson Tristan.

Lifestyle
The no-buy challenge is taking over the internet. Does it work?

Lifestyle

A 35-year-old Brooklyn resident gave up buying new clothes. A 22-year old in San Diego swore off retail therapy at Target. A 26-year old in England banned carbonated drinks from her shopping list.

These three women, who don’t know each other, all started the year resolving to spend money only on necessary purchases, or what is popularly known as engaging in a no-buy challenge. The self-imposed rules of the challenge are simple: participants pledge to stop buying non-essential items, be they unneeded shoes, additional beauty products, or other impulse buys for a set amount of time, usually 12 months.

Elysia Berman, a creative director who lives in Brooklyn, decided she needed to drastically change her spending habits after she accumulated a collection of vintage designer clothing and a five-figure credit card debt. Her no-buy pledge included no new clothes, getting makeup and hair products only after she finished the ones she had, and limiting social outings to low or no-expense activities.

For Ms. Berman, adopting a more frugal lifestyle is serving one purpose: paying down her credit card debt. “It wasn’t like I wanted to challenge myself. I’m really in a position where this is a necessary next step for me,” she said.

Both sticking to her pledge and making progress toward her financial goal have proven more difficult than Ms. Berman expected. Within two weeks of starting her challenge, she couldn’t resist buying a new beret. Next came a new pair of boots. Although the challenge has helped her reduce her spending, she isn’t accruing savings as much as living within her means.

“Having this lifestyle adjustment, I was anticipating that it would make a huge difference in my ability to pay down my debt,” Ms. Berman said.

While the trend has been growing for some time, the beginning of 2024 provided another opportunity for people to gain back agency over their finances following the “doom spending” of the COVID-19 pandemic, according to Courtney Alev, a consumer financial advocate for the personal finance company Credit Karma.

“It’s just people trying to reclaim what’s been a rampant cycle of overspending, to be able to get their financial situation back in order and be able to save money,” Ms. Alev said.

Not everyone electing to join the no-buy trend has debt. Amea Wadsworth, who moved back home to San Diego, California, after graduating college, wanted to use her first full-time job as a chance to save, both the environment and money for her future.

After returning to live with her mom, she began noticing how many things she had that took up space. Working for a sustainability app also has made her more aware of her personal contribution to the world’s mountains of waste.

“I’m tracking everything that I’m spending. I’m writing it all down,” said Ms. Wadsworth, who also writes down the times she wants to buy something but doesn’t. She reviews the entries at the end of the month to determine if her purchases were really a necessary purchase or a response to a quick craving.

Some no-spend participants give themselves some latitude. Ms. Wadsworth said she is not buying any physical items but does allow herself to occasionally eat out with friends and the cost of visiting her long-distance boyfriend.

Sabrina Pare, of Detroit, Michigan, approached cutting back on purchases from an environmental perspective. A sustainable living aficionado with a large social media following, Ms. Pare decided to participate in the no-buy year as a way to limit her contribution to the world’s waste.

She began by decluttering her closet and then looked for environmentally friendly ways to build a minimalist wardrobe, like hosting a clothing swap and avoiding fashion trends. At every step, Ms. Pare brings her followers along by filming short videos and sharing tips.

“If you’re buying less, it’s better for the planet. Overconsumption, it’s such an issue in our society,” she said.

But just as social media can be used for accountability and support when participating in the no-buy year challenge, it’s also one of the reasons many overspend. Ms. Berman, for example, stopped following a lot of fashion influencers to reduce the urge to buy things.

Learning to avoid impulsive shopping takes rethinking your habits and becoming aware of your triggers, said Carrie Rattle, CEO of Behavioral Cents, a financial coaching company.

“[The challenge] does help you try to push back against that need for dopamine. Every time we shop, any of us shop, we get that little dopamine hit,” Ms. Rattle said.

While the challenge is meant to last for one year, people trying it say they are learning new techniques to help them avoid overspending in the future.

Ms. Pare unsubscribed from newsletters that tempted her to buy clothes and skincare products. Ms. Berman dyed her hair back to its natural brown since salon appointments to keep the color bright blonde were costly.

“My consumer habits have changed so much through this,” Ms. Berman said. “Just because you see all the waste and you’re like, ‘Why is this necessary? Why buy a million little things when you can just buy one big thing, and it’s even better if it’s refillable.’”

After she makes a significant dent in the credit card debt, Ms. Berman hopes to start saving and investing. Ms. Wadsworth plans to focus on spending her money on experiences with her loved ones rather than material things. Ms. Pare hopes to pay off her student loans.

Ms. Wadsworth advises anyone who hears of the no-buy challenge and can’t imagine doing one to give it a try, even if it’s just for a month.

“They say that it sounds so hard and yeah, it sounded hard to me, too. But if it sounds so terrifying to you, it probably means that you need it,” she said.

This story was reported by The Associated Press.

Lifestyle
Barbecued Chicken Burgers with Basil Aioli

Lifestyle

Photos by Billy Law

Serves 4

Instructions:

  1. Place the burger ingredients in a large mixing bowl. Mix well using your hands until you can see the herbs are evenly dispersed. Using wet hands, shape the mixture into patties slightly larger than the round of the buns. Place the patties on a plate lined with baking paper and cover with plastic wrap. Refrigerate for 1 hour.
  2. To make the aioli, place the mayonnaise and basil into a small food processor and pulse until well combined and creamy. Taste and adjust the seasoning. Refrigerate until needed.
  3. Preheat a barbecue hotplate to medium and lightly grease with oil.
  4. Cook the burgers for about 4–5 minutes each side or until cooked through. Split the buns and place, cut-side down, on the hotplate to toast. Allow the buns to cool slightly before spreading avocado on the base of each bun, then top with rocket, a burger, a slice of tomato, a large dollop of aioli and the remaining bun halves.

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Lifestyle
NYC Extended Stay Forum Showcases Segment’s Resilience, Growth Outlook

Lifestyle

Opening session panelists (l-r): Gary A. DeLapp, president & CEO, StayAPT Suites; Ben Brunt, managing principal & chief investment officer, Noble Investment Group; Greg Juceam, CEO, Extended Stay America; Ian McClure, CEO, Gulf Coast Hotel Management, Inc.; and David Wilner, SVP, franchise sales & development, Wyndham Hotels & Resorts.

The inaugural Extended Stay Hotel Forum, held last Tuesday at the Union League Club in Manhattan, New York City, focused on development, ownership, and operation in the vibrant extended-stay segment, which comprises more than 51 percent of hotels currently being financed. The event included nine sessions covering trends and strategies in areas such as the economy and lifestyle & luxury segments, site selection and investment, branding, new construction and conversion, revenue management and sales, and technology.

At the opening session, “Extended Stay Today: An Overview & the Long View,” moderator Colin Sherman, director of hospitality analytics with CoStar Hospitality Market Analytics, noted that while extended stay is still performing well, the lower end of the segment has seen a recent decline. “After remarkable growth in performance results throughout the pandemic, we’re starting to see that extended stay is starting to moderate a little bit as of March 2024,” he said. Midscale and economy saw -1.9 percent and -4.7 percent RevPAR declines YTD, respectively. Luxury and upper upscale/upscale, however, saw .7 percent and 3.1 percent RevPAR increases, respectively, over the same period. Sherman also observed a slowdown in terms of development: “During the pandemic, extended-stay development capitalized on investor and owner appetite. The developers are still pumping them out, but just at a little bit lower number.”

“Extended Stay Today” panelists included Ben Brunt, managing principal & chief investment officer, Noble Investment Group; Gary A. DeLapp, president & CEO, StayAPT Suites; Greg Juceam, CEO, Extended Stay America; Ian McClure, CEO, Gulf Coast Hotel Management, Inc.; and David Wilner, SVP, franchise sales & development, Wyndham Hotels & Resorts. Following up on Sherman’s note about RevPAR decline in midscale and economy, Juceam said that the outlook is still “very steady” for extended-stay hotels whose vast majority of business is “7-12 nights average length of stay and have both residential and business traveler guests—unlike extended-stay hotels with more transient business, which fluctuate more.” For historical perspective, Juceam added that during the 30 years he has been with Extended Stay America, the company’s properties have run at about 75 percent occupancy, “and it should continue to be that way because there’s a diverse business mix we can draw from.”

The demand for extended stay should also remain strong due to the challenging state of the residential market for buyers, panelists noted. “I don’t see demand for economy extended stay ever going away; in fact, I see it increasing because of the inability to buy homes [because of] the high interest rates,” said Wilner. Brunt added, “The most successful assets in this segment do have a major residential component to them.” In addition, extended-stay hotels often appeal to the younger generations who would prefer to stay in different places for months at a time instead of committing to leases.

But owner success is not guaranteed by the vitality of the extended-stay segment or the quality of the brand; the properties need to be operated correctly, with a focus on the target customer. “It takes discipline to keep your eye on the ball and say this is a kind of hybrid between a hotel and a multifamily, and there’s a direct correlation between my margins and my length of stay,” Wilner advised. “So, it does take a different sort of viewpoint when you’re getting into this asset class.” Juceam concurred on this point, stressing that the operator “must be willing to turn away a one-night piece of business that’s paying you $199 to potentially take a family that’s paying you $69, and most operators just don’t have the experience or discipline to do that.”

Panelists also shared their views on development approaches and obstacles. According to Wilner, the time is ripe for developers in this space: “This is probably one of the best times to develop if you can develop, because there is limited supply out there, and limited supply coming. So, if there is an opportunity where you can make it work, this is a good time to do it.” Selecting the right site is essential to making it work, and for Juceam, a key quality is “livability.” He further added, “The big thing for all of the brands I’ve ran over the last 30 years is livability … it’s retail, restaurants, the drugstore, the grocery store, those sorts of things.”

Regarding obstacles to development, DeLapp noted that fast growth via franchising remains challenging because it’s tough to get financing. “So, it’s going to be a long road to rebalancing in terms of getting the opportunity to go out and really grow like it was pre-COVID,” he said. McClure added, “We’re seeing challenges on the entitlement process and just getting deals approved by municipalities. Many of them don’t want to have an economy or midscale extended stay. … So, getting a deal to permit can take 12-18 months where it used to take six to nine months in some easy markets.”

Despite these challenges, the stability of the extended-stay segment warrants the development effort, McClure said. “As an investor, we look at this obviously not as recession proof, but definitely recession resistant. As long as demand is there, we don’t see a shock coming.” Juceam added that development has kept pace with demand: “We’ve had a 40 percent increase in supply in extended stay over the last eight years, and demand grew more than that. With the exception of a few months in 2020, demand for extended stay has always been positive.”

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