What exactly is a boutique hotel?

In today’s hotel market one may well ask what exactly is a Boutique Hotel? It seems the word BOUTIQUE has been misused and marketed irresponsibly by many hotel owners and operators worldwide. Nowadays you see the word associated with 2-star Days Inn styled rooms at so-called ‘eco’ resorts where the only eco aspect to their operation is a few plastic bins for so-called separate waste disposal in the guest rooms. Both the word ‘eco’ and ’boutique’ are clearly overused and in most cases not at all relevant to the property marketing itself as being so.

So for ” boutique” some education for those in need of it.

A Boutique Hotel needs to reflect the following. Small, fashionable and independent; when lacking innovative design and stylish high quality personal operations and impeccable amenities, these small hotels are in violation of the fundamental boutique motif and are merely small. Add to what boutique should reflect in a hotel, innovative design, distinctive, individuality, flair, original, and creativity, and you can see how this word has been turned into more than rather a vague term confusing the market, and undermining those that actually achieve it.

Cool, or hip or historic, themed, marketed for business or leisure and more often than not both, the meaning is now an extension of the original boutique hotel urban properties where the key descriptive components were fashion, elegance, glamor and style. Nowadays the word transcends these earlier definitions and crosses many hotel classifications, from small to not so mall, luxury to affordable, urban to resort, chic and cool to traditional. Boutique Hotels have many sub segments.

Ignoring the attempts by chains to be boutique-ish, the W brand for example, and the Malmaison Group in the UK, boutique hotels independence has enabled owners and operators to keep at arm’s length corporate standards of the chains that more often than not hinder the creative ideas of those employees on site in supplying distinguished and personalized hospitality services to the travelers they know.  In boutique hotel operations it is much more than employees knowing each guest’s name, which in some of the so-called larger boutique hotels is an impossibility anyway.

It is in my mind more a return to traditional hotel keeping, knowing your guests and fully understanding their requirements as individual travelers and then actually delivering that service in an exceptional manner, all within an environment that has innovative design, distinctive characteristics, where individuality and flair shine through, and the whole experience to the traveler is original and creative.

Some development priorities summed up:

  • An at home feel in both size, elegance and throughout it is of a different perspective.
  • Inviting, at peace with itself, snug, social.
  • Top of the line, select and personalized. Personalized means sincere and warm.
  • Home made, hand-made, not the standard factory produced stuff. This goes not just for the set up and fit out, add to that food, beverages, paper, amenities.
  • Hello to the designer! Square foot by square foot thought through!
  • Concepts that are of quality, from design to delivery.
  • Amenities unseen near you, out of the box, from soaps, to personalized jams, cookie wraps, cocktails on arrival, smart phone, limos to the office, and the house essence.
  • And time and time, time to create, time to prepare to deliver!

For boutique hotel development planning and management that deliver on the true concept of the word, contact mark@turnerlodgingco.com.

Hotel brand franchise affiliation vs the independent alternative

It’s probably more or less impossible to 100% evaluate the benefits of one hotel brand franchise affiliation to another and also compare it to going the independent route and get it 100% right taking into account numerous aspects including perception in the market of one brand or franchise to an other.

It’s complicated, difficult, and challenging.

300 odd franchise/brand/chain management options in the market make this a real headache. Then how to decide between the one chosen as your 1st preference and going the independent route.

Yet, a certain owner I recently met, new to the UK, was more focused on asking me for advice as to “ what brand would you choose” as if I had the answer out of a hat! He liked my idea on one with the comment “ yes, I know owners who think highly of them”.

It’s not about past performance with others, it’s what best fits your unique circumstance. That circumstance being highly technical, re investment, location, positioning etc etc etc.

Assuming one has a preference, how to address the independent alternative as an option?

In the past being or not being associated with a franchise has involved, as the primary focus, understanding how much business has been or could be driven through brand reservation systems and the online presence. Trouble is one can’t estimate how much business a property could have achieved by being a stand-alone, by itself, if it was an independent for comparisons sake.

One has to also figure out the comparison in the cost of booking aspects from a brand/franchise to being an independent. How much is an owner paying for all those guest promotional programs, the advertising, and its contribution to a central reservation system? Complicated, just look at group and other business that is driven at property level and then possibly added into the affiliation reservation system count.

In brief, franchise management fees can be as a % of revenue 7% to 10%, with 9% that’s 45% of one’s net operating profit if a hotel generates a 20% NOP, which is about average.

45%!

Now lets assume 25% of one’s rooms generated business has been through the affiliation, the other 75% through the hotel’s direct efforts. Taking the 9% as above the actual bottom line effective cost of rooms achieved by affiliation association is 36%. That’s the ratio of affiliation fees paid on rooms revenue to the % of business this affiliation has in rooms income terms benefited a property.

Not cheap is it!

Where do we break even in this circumstance? How much business is needed to break even with a 9% fee cost to owner? How much additional business does this affiliation need to generate that one could not have achieved by being an independent operator?

With a 100 roomed hotel achieving 70% occupancy with a ADR of $100 the fees equate to $229,950. With a department profit of 75% that’s 3066 room nights required, or an 8.4% in real term increase in occupancy.

Brands and franchise affiliations do work, a lot has to be said for going that route, however not for all, and in my view not for many that have this relationship.

With the modern world changing, with ecommerce evolving at break neck speeds and with so many options for independent properties to take advantage of the more than 60% of hotel bookings on average influenced through the web, according to some experts, owners would do well to think through very exactly what benefits going the independent route can offer.

Greater flexibility in pricing and positioning, more precise control, more control and options to choose service levels, in design, in marketing, more influence on management, more flexible use of capital to meet positioning standards. Probably easier to sell and exist the investment. That’s a very simplified view.

For advice on the independent route and putting a business plan and operation in place to take advantage of today’s ecommerce, non franchised/chain reservation systems, putting a sales team together, and a marketing program for a stand-alone resort, that would not cost that 9% annually, contact me via mark@turnerlodgingco.com.

The hotel acquisition process simplified (Part 2)

Negotiation of the deal, BTW please see part one of the hotel acquisition process

So the bid price has been in principle accepted so we need a document outlining the project and the analysis as to what led you to that position.

This guiding paper being the foundation of the operational business plan would include,

A description of the property, the market summary and the projected market opportunities, all the financial information with the cash flow projections, financing aspects, management and brand affiliation opportunities, renovation costs and an engineering plan in general regarding future requirements related to the building .

Now the process of serious negotiations can begin, and the buyer needs to take these next steps forward with due care.

The hotel procurement terms consist of these most important aspects of a deal.

The price, the financing package including seller options, title and property condition, default aspects, an agreement on what is defined as a hotel asset (this list consists of, but is not limited to the land and property, cash, all inventories, prepaid deposits and expenses, all equipment be it fixtures fittings and all equipment, from linen to spoons to security cameras, vehicles, licenses and permits  as well as staff lists, all operational human resource records, all sales and marketing information, clients data lists, suppliers, key accounts, accounting books of record).

Numerous aspects are involved to come to an agreement to the final sales price.  Seller financing will push the price up, long payment terms will push the price up. Can a mortgage be taken over? What is the financial strength of the buyer and how quickly can the property be bought? All will influence the price.

Also a list of contingencies come into play, such as the buyer not being able to secure  financing, get the required licenses and permits to operate, achieve the deal line of due diligence completion.

The contract aspects evolve around agreeing on a non binding letter of intent, or an other option is to go straight into a binding agreement with a list of all the way outs, (for what ever reason during the due diligence process, lack of financing, unable to obtain permits etc.).

It costs more and takes longer to negotiate a binding agreement with outs, and the negative aspect of the LOI initial approach is that you are lengthening the whole process.  You are trading off wasting time with this process compared to  a gamble the due diligence results will be to your satisfaction by going straight into a non binding contract.

Letters of intent can serve good purposes when complicated transactions are being negotiated, for certain legal reasons, if a group of investors are involved.

What goes in and what does not go in these non binding letters of intent or a binding document with outs will be carefully discussed with your lawyers and all advisers. For example does the buyer want the seller to not be able to sell to any one else during and initial period, perhaps the whole due diligence period? Can this be negotiated? Is there a time line for all this process to be completed?

Probably both parties will want to be able to be able to terminate at any time without damages, and as a buyer may be spending a lot of cash during the due diligence period, then they need to have full clarification of their rights to enforce the seller to proceed with the sale.

The due diligence period incorporates the following:

  • A legal description of the property
  • All employees, name, remuneration package details, position, all benefits.
  • All engineering plans and architectural specifications will be provided
  • All insurance aspects with details of all coverage with the costs and details on all limitations
  • All inventories detailed
  • An accountant will audit the profit and loss statements
  • An audited balance sheet for the last five years will be produced
  • Capital and construction expenditure for the last five years detailed and an estimate  of  projections for expenditure required next three years
  • Details of any actual or possibly pending legal threats or litigation against the property.
  • Details of any mortgages on the property.
  • Fire, health and safety reports with an engineers report
  • Land tax and property tax applicable with proof of payment last 5 years
  • List of all supplies of services.
  • List of all tenants, rents, lease details
  • Occupancy and average rate the last three years clarified
  • Recent appraised valuation of the building
  • Reservations and deposits
  • Service contracts with third parties, with details on all issues the buyer will assume like franchises, licenses, permits, management agreements, union agreements.
  • The current operating year profit and loss statement with comparison to previous year will be ascertained to which the management will comment and add certain costs that may be missing so a true reflective NOP can be clearly determined
  • Trade names and copyrights.

Following successful completion the final purchase and sale contract is drawn up.

The content and issues outlined in this document are normally like this.

The property description, the list of assets being purchased, title and survey aspects, all licenses and permits and franchise agreements, the date of transfer,  all the financial terms with the terms of finance and information related to present trading results, the details of the due diligence with the obligations and  rights of both parties, occur and the rights and obligations of each party, closing documentation, closing expense obligations, and legal aspects.

In addition since staff are the most important ingredient of a successful business and one is buying into their expertise their needs should be very much at the forefront of the buyers mind.

The take over of the staff should evolve around the sellers officially terminating all employees on the day the property changes ownership, and then the buyer re hires them (or whoever they wish to hire) on a probationary basis. Management should by this time have a good idea on the benefits of re hiring most staff as the analysis of staff strength should be a critical component of the due diligence process. Aspects covered include staff medical records, pension and benefits, and vacation days owned.

Often a buyer will decide that all staff can bring forward their benefits and an accounting transaction is worked out. Legal advice being taken regarding assuring the buyer avoids taking over any liability issues.

The hotel closing day transactions incorporate calculation of that days property’s revenues and expenses and the physical stock take of all inventories included in the purchase price.

Once the necessary calculations have been worked out and the cash transferred the buyer is the owner!

For advice along the tricky road of hotel acquisition contact mark@turnerlodgingco.com.

Hotel business plans: does your asset manager participate?

In the world of international hotel management business plans are for all purposes, most sit on shelves gathering dust as soon as they are completed, some approved by the board then handed to the banks, perhaps incorrectly compiled solely by the financial department.

In the hospitality world of hotel brand management most form an annual ritual of head office wishing to find out what their management fees will be under pressure from the CEO who is hell bent on growth, while the GM and the team put a proposal that is rather conservative knowing that some so called expert higher up will boost it up killing off any incentive to achieve it.

Some are for owners who do need the truth, some are for owners that do not need the truth, for what ever reason and they are numerous.

Some are to back up the feasibility study to obtain financing for a new project.

Some are the feasibility study (we are building it so you better tell me how much profit we will make 1st year!).

Some don’t gather dust, those created by smart business operators and owners.Some are for real.

Real ones are living documents, put together by all members of the team, from the bottom up, line item by line item for each cost center and for each market segment being part of the revenue generation plan. Everyone is in sales so everyone is involved. Everyone you ask, yes, even the pot washer.

The result is a plan that with some prodding skywards from those above is an achievable and motivational tool that the owners and operators can feel proud in achieving.

Yet how many actually make sense, and that are worked on monthly by hotel owners and management as a team, with an asset manager who has the skills to see things from a different angle to that of the management company and who is probing for opportunities to unlock value during the annual business cycle. Not all that’s for sure.

For resort management or hotel asset management that really makes a positive difference, email mark@turnerlodgingco.com.

Condominium hotels and resorts, advice for investors (Part 1)

The term condominium hotel is best summed up by this description: The accommodation units are individually owned but they are under a management umbrella and marketed as a unified group and operated as a hotel. Add on some common area facilities such as a spa, a front desk, restaurants and bars and administrative areas, with in-room dinning, property upkeep and maintenance .

All very simple really, or is it? What makes a condo hotel unit such a complicated piece of real estate  to purchase and be owned? The following commentary is not unheard of. Not what you will hear from a real estate agent!

The most important aspect to consider is the relationship between the players, i.e., the developer and real estate agent who are hell-bent on selling the units, the rental management operator or hotel operator who is concerned the buyers are being misinformed with hugely overstated revenue projections by the developer’s sales team (revenues they will never be able to achieve), the management of the common areas (strata) who may or may not be the rental or hotel operator who is concerned that the owners are not fully aware of all the ongoing fees and cost involved in looking after the property as perhaps these fine details have not been presented in the purchase contracts (a classic response to any one who asks is “they are being worked out right now”) and the owners, the buyers who buy into it.

First up the buyers (the owners ) review all those glossy sales packaging, great pictures, revenue projections in your face that have little or no realistic market research behind them, which may or may not resemble the actual projections the management company presented to the developer, who package it all very well of course with fine print that is basically meaningless. Your home in paradise!

Then owners end up being peeved off with the management company who have to bear the brunt of the owners’ frustrations as they gradually find out that their net revenue, after all the commissions and operating costs, in no way cover all of the ongoing costs, and that includes strata fees to cover the management and upkeep of the common areas and the like, all the general repairs and maintenance, taxes, etc. Especially so after deducting the rental operator’s fees that could be near 50% of revenue.

So as condo hotel ownership gets to be a bit of a financial let down for the owners, the pressure gets tight, everyone is trying to reduce costs and maximize revenue. So the owner decides it is about time to take a trip and have a bit of a break, and experience his second home and see what is actually going on. (See Part 2 of this most interesting topic!)

Boutique hotel development room design considerations

In designing and planning a boutique hotel room basic design elements take center stage at the commencement of the development process..

Jumping from the planning of the guestroom floor with the slab and design configuration options, defining the room mix is at its core based on the market study, or the basic understanding of what market the hotel is to attract.

The guestroom program defines what bay within the architectural design will be allocated to king, queen and twin bedded rooms, the variety and number of junior and king suites, service areas, and what connects to what directly. The design team, and that includes the interior designer at the outset, studies a wide range of options and room layouts paying particular attention to the optimum width of the architectural bays, and how to use them to best advantage.

Over the years it has been ascertained that a width of a hotel bay and the associated net width of the interior of a guestroom in a single bay, be at a minimum 4.1m for an upscale property. This permits a major advantage in that it allows the king bed to be positioned against the bathroom wall and not as one usually finds in a standard hotel room on the side of the wall. It should be noted there is not that much advantage in a wider width unless it reaches 4.9m. Then a lounge or/and work area can be placed on the opposite wall to that of the bed, and allows for a 5-fixture bathroom.

The market definition for boutique hotel usually arrives at a consensus that 75% of the rooms should have king beds with additional keys being allocated to single or larger suites and queen queen rooms. In boutique hotels  the rooms are usually somewhat smaller than the norm given the fact many are renovations of old hotels that owners have  acquired at an attractive price and cost-effectively remodeled, the role of the design team becomes even more important in applying techniques for combining the guest activity zones within a room in a way that increases the flexibility of use.

To fit the market position as a true boutique hotel, projects need to create elements that distinguish themselves from being just a traditionally renovated room, adding flair and humor to give distinction from just a remodeled hotel room.

Nowhere in the room is the planning and design more important than in the guest bathroom;  to maximize the efficiency of design, bathrooms are positioned in pairs, together with the pairing of two guests rooms back to back.

Usually total guestroom area allocation at a minimum for an upscale property equates to about 24 square meters for the living area before space is allocated to a closet and an entry area, with a 1.8m by 2.8 meter bathroom. Total guestroom of 36 meters square at a bare minimum.

Summing up, 3 key areas need addressing, the net width of the inside walls, the length and the size and shape of the bathrooms. However it is not so much the size, it is how that size is utilized that holds the key to a well designed market-focused boutique hotel room.

Larger and more sexy bathrooms for boutique style properties are obviously more important than in a 3-star branded hotel at an airport. Guest bathrooms with compartmentalized toilet, separate shower stall with spa style shower heads, 2 sinks, and a tub are becoming more the norm and guests are sure to measure the boutique hotel experience to what  they enjoy in their homes. Obviously exceptional good use of space by the interior design team for each square foot available can overcome in the guests mind any limitation of size of the living area and the bathroom.

However the space is utilized, the bottom line is that innovation and artistic expression need to go hand in hand with practicality, designs that combine good flexible function and comfort within an established budget based on the market positioning, with technology aspects within the room that are easy to use.

For more advice in the design of  boutique hotels contact Turner Lodging Co; remember, a hotel design team is only as good as the hotelier who guides and inspires their creativity, helping them to integrate operational efficiency and day to day functionality into the design as only a hotelier could.

What hotel star rating do you need?

Do you know about hotel star ratings? Ok they are generally different from one county to the next, for good reason. In Austria a 4 star hotel needs to have a 4 course set menu available daily in the restaurant, in Hong Kong room sizes are smaller, that would have an impact on a North American standard rating. Hence no world wide hotel rating system exists.

Where do you really stand? More importantly where do you want to stand? What is your proposed market positioning to maximize ROI, how do you propose to get there?

Do you have an asset management plan that is geared to unlock value in balancing your star rating with what you need to be and no more?

Consider all of this!!

The following items are considered during the inspection process by that hotel inspector  

1. Guest Arrival Phase

Advertising/Media Professionalism; Reservations/Phone Assistance; Restaurant Location; Signage; Building Appearance; Parking; Valet Parking; Grounds; Entrance; Maitre d’ Stand; Coat Room; Initial Greeting; Cocktail Lounge (Location/Décor/Service); and Seating.

2. Guest Room and Bath

Living Space; Decor; Drapery; Linens; Technological Items (TV, Telephone, Ipad etc.); Minibar; Odor/Ventilation; Heating/Air Conditioning; Furniture; Beds; Walls; Closet/Storage/Drawers; Fixtures; Lighting; Floors; Housekeeping; Additional Amenities; turn-down Service; Bathroom Linens/Amenities/Physical Product; and Robes.

3. Public Spaces

Lobby/Public Spaces; Elevators; Hallways; Signage; Banquet/Meeting Space; Pay Phones/House Phones; Temperature; Public Restrooms; and Security.

4. Product/Services

Concierge/Guest Services Staff; Fitness Center/Equipment; Day Spa Equipment; Fitness Center Staff; Day Spa Staff; Fitness Center Services; Day Spa Services; Fitness Center/ Housekeeping; Day Spa Housekeeping; Business Center Equipment; Business Center Staff; Business Center Services; Gift Shop Staff; Gift Shop Services; Retail Outlets Staff; Retail Outlets Services; Laundry/Valet; Shoeshine; Newspaper Delivery; Pool Cleanliness/Safety; Pool Lounge Area; Tennis Court Conditions; Tennis Court Services; Golf Course Conditions; Golf Course Services; Beach Condition; Beach Services; Condition of Hiking/Running Trails; Skiing/Snowmobiling; Watersports Services; Watersports Equipment; Children’s Programs; and Transportation.

5. Departure

Check-out; Bill Accuracy; Baggage Handling; and Valet/Car Services.

6. Food and Beverage

Room Service Order Taking; Room Service Timeliness; Room Service Delivery; Room Service Product; Room Service Pick-up; Bar/Lounge; Primary Restaurant Rating  Secondary Restaurant Arrival; Secondary Restaurant Physical Property; Secondary Restaurant Service; Secondary Restaurant Culinary; Secondary Restaurant Beverage; and Secondary Restaurant Departure, etc etc etc!!.

Confused? So you should be.

What’s best for a property is no easy answer. What level of service and product standard will maximize your ROI? What investment plan do you have to make sound capital investment  plans that will position your hotel correctly and create or unlock asset value?

In need of help, the hard part, the implementation? Then contact us, we can help you consistently achieve your desired service and product standard that fits into your asset management and operations plan that will maximize your ROI.

Restaurant development and operations

So you want to develop and operate a restaurant. In a hotel, in a resort, a stand alone, where ever. Consider the following, and these are just the basics!

The restaurant business concept stage

  • Do you have a restaurant development check list?
  • What is your development cost estimate and timeline?
  • Do you know how to get your team together and who should be in it?
  • What will be your concept and unique positioning and branding and how are you to develop name awareness?
  • What kind of analysis of the competition will you focus on?
  • What future expansion is envisaged and how will you expand your brand awareness?
  • What suppliers are available with what product?
  • What menu will suit?
  • Do the initial figures work?

Business planning and operations

  • What legal structure suits you?
  • How deep will your market analysis be so you can ascertain the needs taking into account competitive offerings and pricing?
  • What will your management and support organization be? Do you know how to create your management structure and organization, skilled in operating one?
  • Have you done a feasibility study and are you capable of creating your detailed operational business plan?
  • Building, leasing, joint ownership, what is your development plan?
  • What professional and advisory support will be needed? Need expert advice with startup expenses and capitalization, and other startup costs and your financial plan?
  • How will you fund this? How will you fund growth?
  • How do you implement administrative and financial reporting that makes sense?

Issues to consider with the restaurant location and its actual site

  • Do you know why the real estate aspect matters?
  • Will you lease?
  • Are you knowledgeable enough to negotiate a lease with a fair rent?
  • Do you know all the design and architectural issues needed to be addressed and managed?
  • Are you skilled in compiling technical  agreements with service providers? What professional assistance is needed?
  • Are you skilled in restaurant space planning, kitchen area and adjustable space planning, or will you leave all of that to others?
  • Have you considered design aspects including the consistency of appearance, color, curb appeal, furniture, fixtures & equipment, intimacy, lighting, music, signage? What about parking, insurance, permit needs?

Menu and beverage considerations

  • What strategies are you implementing with your menu and its menu design?
  • Know what menu engineering means going into operations?
  • Who are your vendors and why, why will you purchase from whom?
  • What hygiene and food storage  standards will be implemented?
  • Can you cost out a menu, control inventories, understand what a preparation list is, calculate the cost of goods sold, and have the skills set to lead the team and your chef?
  • Do you understand the responsibilities of owning a liquor license, other liquor license considerations, knowledgeable on wines, and all other beverages?

Marketing your restaurant operation

Do you know how to create and utilize a website, direct mail and data management? Compile monthly email newsletters, identify best advertising options, make use of special events, use media releases to best advantage, write articles, make best use of the local business network, put local networking functions together, create culinary events?

Human resources

How skilled are you in the hiring process, pre-employment screenings, compilation of  the employee manual, training manual, creating the job specification and job description for each position, your service and kitchen training and development plan,  defining your service standards, initiation of incentives, payroll control, labor and employment contacts, best practice and work scheduling?

Then you have to run it, and grow it.

Where do you begin? Restaurant development and operations are complicated, need advice? For advice that works to save you from going broke, contact Mark, at least for a chat!!

Competitive analysis, a hotel asset management tool too often overlooked

If you are managing a football team a competitive analysis is one of the first things a manager does on the Monday before a match on the weekend,

Their strengths and their weaknesses, you assess your opportunities to beat them. If you want to be better than others then you need to understand them and know about them, simple stuff.

In the resort hotel management world why is it that the simple yet time-consuming effort to know your competitors better than they know themselves so you can deliver strategies to beat them are so often overlooked?

This aspect of your hotel business plan should form a major part of your strategy. You will be surprised at how little hotel owners and management teams understand what their competitors are doing and what their weaknesses and strengths are, and therefore they lack the knowledge needed to create winning business plans.

This is where the role of the hotel asset manager comes to the forefront, and where we can help.

Firstly one’s ability to take a customer from your competition is based on that customer’s perception of your hotel’s value in their mind’s eye, their perception of you and your product as compared to the competition. It’s all very simple.

The higher a prospective customer perceives you, then you become closer to creating a competitive advantage. It’s the competitive advantage factor.

What can you do?

You need to know how your offerings in total compare to theirs.  How they compare favorably and non favorably.

Start on their website, and surf the web compiling all the info you can find. Visit your competitive set, get to know there product as well as your own. Ask your customers. You will then start to understand how your services and value pricing compare. Use common sense in your approach to information gathering and much will be revealed.

So now what? Well now it comes to a self assessment, where are you better and where do you need to improve? Questions to ask yourself is how are we going to get the correct message out about our strengths, how are we to improve on our weaknesses so they become strengths.

It’s part of putting together a hotel asset management plan that is unique to your investment, that meets your investment horizon. For example one that balances a capital expenditure program redefining a use of space with service and product enhancement strategies, unlocking value.

For expert advice and professional guidance on how you can go about understanding and utilizing your competitive advantage, how you can turn your weaknesses into strengths, and how you can unlock value you never knew you could achieve, ask  mark@turnerlodgingco.com.

 

Why inspect a hotel room after it is cleaned

On a recent hotel visit this question was asked by two resort hotel owner’s to the management as they reviewed the half yearly payroll report. “The maids do the cleaning, can’t they can check it,” Yes indeed they can and should, as they work along a structured room cleaning process. But take a look at this sample of a hotel room inspection checklist, from a hotel I managed many years ago, and you get the picture. Expect the maid to get it right 100% of the time? When they have another 13 rooms to clean? or 18 in some cases!! Here is a basic checklist; housekeeping department s can create their own along these lines.

THE ROOM

a)         Guest Room Door: are the seadbolt and chain lock in working order?  Does the peephole close automatically?  Is the door free of fingerprints and dust?  Is the ‘Do Not Disturb’ sign on the inside handle?

b)         Entry Light and Ceiling Fixture. Are they clean and functional?

c)         Carpet. Are the edges and under the bed clean?

d)        Walls. Does it need re-painting or re-glue?

e)         Windows. Glass, ledges and sills all clean? Are the drapes and blackout lining hanging properly? Checked the drape pulls and window latches? For windows with shutter doors, are they dust free?

f)        Beds. Are all the bedding items arranged correctly?

g)         Ceilings. Any cracks, bubbles or cobwebs?

h)         Furniture. Polished? Arranged according to set layout?

i)         Drawers. Are guest amenities supplied in the right quantity and displayed in the correct position? For check-out rooms, check for any items left by previous guests.

j)         Upholstered Furniture. Vacuum or spot-cleaing required?

k)          Pictures and Mirrors. Frames dusted, mirrors straight, no streaks on the mirror?

l)          Telephones. Cleaned the mouthpiece?  Face plate placed correctly?

m)         Lamps. Are the lamp shades clean? Switches work?  All electrical cords neatly coiled up.

n)          Television and Radio. Check the time on the radio. Ensure that the time is correct. Set the alarm on off-position at 12:00 p.m.

o)        Wastebasket. Clean with new liner.

p)         Closet. Dust-free? Number of hangers correct? Extra pillow (where applicable) provide?  Room safe working? All other miscellaneous items are in place, such as clothes brush, shoe horn, shopping bag. etc..

q)         Air conditioner. Is the thermostat set correctly?

r)         Light switches. No finger marks and not broken.

s)         Balconies and Terraces. Ensure exterior light fixtures are working, furnishings are dust-free, floor and handrails are clean.

t)         Potted Plants. Ensure proper care is given.

u)         In-room Minibar. Is it fully stocked? Check expiration dates of food items. Set glassware and supplies to standards. The ice bucket is filled with ice for check-ins.

v)         Coffee Makers. Is it clean? Coffee and condiments must be replenished.

THE BATHROOM

a)         Walls. Are the tiles clean and in good condition? Grouting okay?

b)         Bathtub. Chrome and soap dish clean?  Stopper and shower head in good condition? Faucet is in “tub” position (not shower). Vent above the tub clean?

c)         Shower Stall. Check grouting, tiles, drain, chrome fixtures, soap dishes, proper amenity placement, doors and frame.

d)        Basin. Is the sink clean? Chrome fixtures and counter top clean? Mirror has no spots or streaks? Light is working. Sink stopper is clean. Pipes under sink area are free of dust.

e)         Vanity Top. Free of stains. Check amenity placement. In occupied rooms, ensure the guest toiletries are placed neatly.  Glassware must be clean and free of spots.

f)         Toilet. Check toilet seat and hinges and cover. Is it flushing properly?  Toilet seat bumpers are in place, not leaking or dripping water.

g)         Floor. No hairs. Ensure wastebasket is clean and with liner. Scale is clean and functional, with cover if applicable. Rug is placed in proper position. Inspect vanity stool. Check base boards.

h)         Door. Lock and door handle are in working condition, free of fingerprints. Robe hook and door frame are clean. Inspect full length mirror for cleanliness.

i)          Electrical Outlets. Clean? No cracks?

j)          Shower Rod. Clean and polished. Shower curtain and linen clean and all the hooks are in place.

k)         Supplies. Correctly positioned?

l)          Maintenance Requests. Report any maintenance issues.

m)        Ceilings. Check if vents are clean and free of dust, cracks, or smudges.

n)         Terry Linens. Pay particular attention to the quality of the terry linens.

o)         Make-Up Mirror. Clean and free of dust or spots.  Light bulb is working properly and in off position.

Cost effective? Makes good business sense? You bet it does, and those in hotel management that skip this process to save on payroll they will pay the consequences.