Responsible growth is a win/win for all stakeholders – owners, developers, operators, hotel staff and the brand. When property checks and balances fall apart, the results can have a negative impact on all concerned.
Hilton honors top franchise owners in the Americas
Awards are presented in five categories across the company’s portfolio of hotels, including: Developer of the Year, Best Conversion, Deal of the Year, Outstanding Achievement and Lifetime Achievement.
The explosion of hotel brands and what owners should do about it
Owners cannot stop hotel companies from expanding their offerings. There are, however, some steps that owners can take to protect themselves and even take advantage of the explosion of brands.
Hotel management agreements: Why block the owner’s sale to manager’s competitor?
The relationship between an owner and a manager is an intimate one, where a significant quantity of confidential information passes between the parties on an ongoing basis.
Distribution costs conundrum: the misalignment of interest between owners and operators
These two, distinct industry stakeholders have opposite interests due to the different ways they perceive and account for distribution channel costs.
Hotel management contracts: bargaining power is shifting
Although most of the financial risk still rests with the owner, operators increasingly have considerable incentive to operate as effectively as possible.
Marriott rebrands hotel management organisation
“Managed by Marriott” (MxM) is the new name and branded approach for Marriott’s hotel management organization, which provides management expertise and systems to more than 1,000 hotels globally.
Marriott-Starwood merger: the impact on owners, franchisees and developers
Is bigger really better? With the loss of the Starwood family of brands as an independent and significant competitive force in the industry, the merger will bring mixed blessings to stakeholders.
SOAR automated program designed to enhance hotel operational performance and property values
SOAR benchmarks a property’s performance against similar assets in the market in terms of key metrics relating to departmental revenues, costs and profitability; business mix; overhead costs and overall profitability.
When your property is in sad shape, what should you do?
Part of running a flagged property is being true to that flag and so you must meet all of the defined standards outlined by the corporate website.
