Hotels need to come together and align themselves to the common goal of reviving the growth in the industry. They should think ‘long-term’ by promoting value-added services, targeting new customer segments or markets, and implementing cost optimization strategies instead of indulging in price wars, which can be detrimental for the growth of the sector. Brands can also play a crucial role in this by pushing the envelope on driving better revenue and rate management strategies.
In today’s world, it is essential for hotel investors and owners to consider all elements of design and efficiency which drive revenue per square foot. Ergonomically designed hotels with operational efficiencies and lean management is the ideal mix. The key here is to achieve a balanced-functional structure and marry operational efficiency with eye catching design, without compromising on class or style in any way. Read on to know more.
Hotels are complicated investments and evaluating the most suitable hotel operating model for a hotel investment is crucial to ensure that the owner’s return is optimized. This publication summarizes the evolution of a number key terms in the hotel management agreements and our outlook on how these key terms may evolve in the future, provides an overview of franchise agreements and highlights alternative agreements that are being considered by sophisticated owners in the Middle East region.
COVID-19 has changed the Corporate World as we knew it in more ways than one, and recruiting is no different as the hiring process has changed significantly. Read our latest article to know more.
The Greek tourism industry has been hit the hardest; but it has also given people the opportunity to step back and fill in the missing gaps. A need to establish well-organised and empowered DMOs is apparent, in order to upgrade Greece's tourism product. Furthermore, the development of a corporate structure will assist family hotel businesses to entrench a desired financial position against stakeholders.
We raise key concerns and questions that are worth reflecting on to address the complex “new normal” that will govern future investments and operations in our industry. Although COVID-19 has challenged our fundamental forecasting approach that typically relies on predictable market trends and metrics, we share our assumptions pertaining to what the recovery model may look like for select cities in the GCC and the likely impact on EBITDA.
HVS is pleased to share the Hospitality GCC- Hotel Owner & Investor Survey. Despite the challenges and uncertainty, there will be better times and the hospitality and travel market will eventually come out stronger. The future winners are those that will create an ecosystem that is built on ethical principles and promotes a behavior that reflects a good corporate citizenship. Finally a strong risk mitigation approach, flexibility and innovation will remain key traits of successful organization
Each year, HVS researches and compiles development costs from our database of actual hotel construction budgets. This source now provides the basis for our illustrated total development costs per room/per product type.
Minneapolis is home to many Fortune 500 companies and more than 11,000 hotel rooms. High quality of life, diversity of employers, and leisure attractions continue to entice demand and an ensuing level of hotel development to the area.
Anchored by the Mayo Clinic, Downtown Rochester has experienced a plethora of development attributed to the $5.6-billion Destination Medical Center (DMC) initiative, which is the largest economic development initiative in Minnesota’s history.