about our expertise

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PlannING AND DEVELOPMENT SUPPORT

The planning and development phase is a critical stage in the lifecycle of a hotel It strongly impacts the total investment the project will require.
The investment must be in line with the future revenue and profit generating capability of the asset.
It is essential to be guided by a value mindset from the very beginning This reduces the risk of over investing into unproductive areas and avoids expensive changes during the construction phase.

Owners must also carefully consider the requests made by operators and brands. These may generate a return on the brand but harm the return on investment of the asset.

Whilst each hotel is unique, ASSILA-BTC uses international industry benchmarks and best practices to guide the process and identify value enhancing opportunities.

The key success factors in the development phase are communication, collaboration, and discipline.
Many stakeholders work together and the potential for costly mistakes is high.
Properly addressing the frequent requests for changes in design, layout and facilities is critical changes during the construction phase can be costly and cause delays In addition, they dilute responsibilities, making it more difficult to identify future liabilities.
Requests for changes must be minimized and, when accepted, properly understood in terms of value impact and implications on costs and timeline.
ASSILA-BTC oversees project management on behalf of the developer to ensure efficient processes and optimal collaboration between all stakeholders.

To operate their business, hotel owners have a vast choice of branded operators, third party (white label) operators, hospitality and non hospitality brands and marketing organizations.
Finding the right partners is essential for the success of the hotel.
Agreements are entered for long periods of time and subsequent changes of operator or brand are disruptive to the business.
Therefore, it is essential to make the right choice from the beginning.
ASSILA-BTC assists owners in establishing the optimal structure for their asset and finding the right commercial and operating partners.

Contract terms have changed substantially over the past years and the balance continues to shift in favor of the owner.
Hotel management and franchise agreements are often signed for 20 years or more The quality of these contracts impacts the value the asset and affects the owner’s subsequent ability to sell small improvements in terms can cumulate to large impacts in value.
Besides the total fees paid to the operator or franchisor, a good agreement must include strong clauses related to performance, incentivization, area protection and intra brand competition, owner control prerogatives, termination rights, and many others.
ASSILA-BTC has a vast experience in negotiating agreements which enhance the value of hospitality assets.

Hotel owners must collaborate closely with their operator in order to address negative performance trends early on.
Even in well-negotiated agreements, the interests of owner and operator are never fully aligned. Hence, operator oversight is an essential activity.
For example, operators often manage multiple properties within the same market, with different sister brands competing for the same customers on behalf of different owners. Owners must ensure that their property gets a fair share not only of the overall market but also of the demand generated by the operator’s system.
Many of the fees paid by the owner are linked to revenue (management fee, marketing fee, reservation fee, loyalty fee, etc, …), therefore it is important to ensure that operators apply the same focus on the profit line, as they do on the revenue line.

In addition to ensuring that a hospitality asset is run effectively on a day-to-day basis, taking a
long-term perspective on enhancing the asset value is important.
ASSILA-BTC follows the 9K™️ methodology. This approach is based on a set of 9 Key Performance Indicators which are continually monitored and improved. These 9 KPIs are selected in a preliminary workshop with the owner to reflect their specific priorities. The number 9 is not arbitrary. It is large enough to cover a broad spectrum of the business yet narrow enough to enable focus on the performance areas that matter.
ASSILA-BTC provides continuous, real-time reporting on the 9 KPIs in addition to a detailed monthly report.

Hotel owners are often unsure about the true performance of their asset, as operators tend to present an overly positive picture in their reports.
An external commercial and operational audit can be useful to get a true, unbiased view of the current business performance. While we can customize audits to the specific requirements of owners, our standard approach is the 3-day audit. It gives a complete picture of the business performance areas such as revenue management, business segmentation, cost and productivity management and quality performance. The results are benchmarked against industry best-practices and local market data.
The owner receives a comprehensive report, including performance versus benchmarks, a SWOT (Strength-Weakness-Opportunity-Threat) analysis and suggestions on how to quickly improve performance.

A hotel opening is the biggest challenge where all areas must function at a defined time and form a strong unit. Experience, discipline and structured action are the most important columns for a hotel opening.
To ensure that all agreed points will be finished on time, we have the highest knowledge and expertise to reach the goal in between the time frame.
The hiring process to find the right people with the right expertise is of utmost importance. Furthermore it is essential to train them on the defined quality standards.
The self structure during the pre-opening time must be properly defined and organized in detail. With our BTC method and expertise, we do implement the right sales & marketing structure from the beginning on for a successful opening.

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