Memo to hospitality communications specialists: Compact your presentations. I say this after attending a largely informative, occasionally inspirational conference of U.S. Franchise Systems in Atlanta in late March. The first USFS conference without founder Mike Leven, it spotlighted the relatively large Microtel franchise and its smaller, extended-stay sibling, Hawthorn Suites. Roy Flora, USFS CFO, kept things moving and spoke succinctly. Adding to the distinction: a talk by Matt Roloff, former president of Little People of America, showcasing USFS’ commitment to access by all kinds of people, especially the disabled. Little People of America represents some 1.2 million Americans of stature shorter than 4 feet 10. In case you haven’t heard, all Microtels and Hawthorn Suites will offer these folks small stepstool rigs, along with appropriate equipment, so they can reach things, secure themselves, turn on the TV and get into bed. It’s more than symbolic, it’s an investment (each stepstool rig will cost USFS a hair under $300).

Trouble was, Flora and Roloff said essentially the same things during separate presentations for Microtel and Hawthorn Suites. So did several other USFS executives, though there was some brand-specific variation. I understand there are two constituencies, likely with little overlap, so Flora & Co. had to speak to separate audiences. I’ve seen similar situations at Choice and the former Cendant, which doesn’t make them any less irritating. Redundant presentations may be an efficient way to present the same material, but wouldn’t it be better to have one, chainwide presentation and then break off into separate, brand-specific workshops?

I submit that one big general session would be a) more dramatic; b) shorter; and c) warmer. (Memo to convention hotels: It’s one thing to keep a room cool so people stay awake. It’s another to freeze your audience into cranky numbness.) Also, one big general session would benefit the speakers, enabling them to keep the message fresh and to the point.

It would be the biggest deal of the year if someone buys Starwood Hotels & Resorts, as has been rumored since CEO Steve Heyer was unceremoniously bounced from his job on Monday. Speculation around the industry is strong that the company will be sold and perhaps soon. The question, of course, is who will buy the lodging behemoth?

One possible scenario is another hotel brand company, and if that’s the case, the smart money is on Hilton. A Hilton-Starwood marriage could make a lot of sense, given Hilton’s strengths in focused-service (Hampton, Hilton Garden Inn and Homewood) and Starwood’s substantial presence overseas. Other brands in the two stables don’t match up as well (Starwood’s emerging aloft brand and the maturing Hilton Garden Inn is an example; Starwood’s Luxury Collection and the Waldorf=Astoria Collection is another), but overall I believe the two brand companies could mesh together.

Stronger buzz has been linked to the notion that a private equity firm, rather than another hotel company, will end up with Starwood. These companies have plenty of cash, a strong appetite to buy and a continued affection for the hotel business. Among equity firms, The Blackstone Group is the likeliest candidate, given that it already has a strong presence in the hotel business. Others mentioned by analysts and media observers include KKR and, in a delicious piece of irony, Starwood Capital Group, an investment company headed by Starwood founder (and critic of Heyer) Barry  Sternlicht.

It could be an interesting summer in the lodging business.

It wasn’t funny, given that someone died, but a recent hotel-related news report from Los Angeles was unusual. According to local news accounts, a man fatally shot a motel guest because he rented the last available room at the property.

The gunman was apparently turned away at the front desk because the man ahead of him rented the last room. He then went to the parking lot, called to the man and shot him in the chest with a blue-steel handgun. He and a female companion drove off, obviously looking for a motel with a flashing “vacancy” sign.

In my many years as a journalist, I’ve interviewed or met a fair number of celebrities, although I always try to remain professional, calm and unaffected in the presence of these powerful and charismatic people.

I had lunch in Miami last week with legendary football coach Don Shula and his son David. The two of them operate Don Shula’s Restaurants, a franchising organization with 27 units, all in hotels. For once, I was awed to be in the company of a man like Coach Shula, but not because of his fame as the winningest coach in NFL history. Rather, what struck me was his genuinely warm nature and a charm that was almost boyish.

While his son David (also a former coach but now an extremely astute and articulate CEO) fielded most of my questions, Coach Shula bantered informally with many of the servers and other workers in the restaurant (Shula’s Steak 2 in the Don Shula Hotel in Miami Lakes, FL). He also graciously chatted with and signed autographs for a number of diners in the restaurant.

Most of my conversation with Coach centered around Cleveland, my hometown. Don grew up near Cleveland, went to college there and even played cornerback for the Cleveland Browns before starting his coaching career. It was near the end of the meal that I caught a glimpse of how Coach Shula has remained unaffected by fame and adulation, despite nearly 50 years in the spotlight.

He asked me if Chuck Heaton, a famous Cleveland sportswriter, is still working for the Plain Dealer. Heaton, who’s been retired from the PD for a number of years, covered Shula as a college player, pro player and a coach, and the two became friends over the years. Coach Shula asked me if I ever see Chuck to ask him to send Don an autographed photo of Heaton’s daughter, TV actress Patricia Heaton. “I really like that girl,” said Shula. “She’s a great actress,” showing that even he can be impressed by celebrity, just not his own.