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.

The hotel acquisition process (Part 1)

As simply as possible, the hotel acquisition process 

The complex relationship between a business and real estate makes the process of buying into a hotel as complicated as one wants to make it, or as simple as a buyer wishes it to be.

Without question it is those buyers who are better informed who get the best deals.

An informed buyer needs to go through a process that will maximize the amount of information and relay the cost/benefit ratio.

As with the procurement of any business there is an acquisition process, a step by step approach.

Namely

  • Ascertaining the acquisition criteria
  • Sourcing the product
  • The initial assessment and the decision to proceed with seriousness
  • Ascertaining the price while compiling a business plan

In part 2 we will cover

  • Negotiation of the deal to a LOI to buy
  • The due diligence process
  • Closing the transaction

First up, ascertaining the acquisition criteria

A prospective owner will look at any purchase in many different ways, be it with an active or non active role, is it a short or long term play, is yield and cash return the key.

What ever the decision-making process is motivated by certain criteria stand out for consideration.

  • The properties type and its location
  • The size and potential cost per room
  • The risks involved with new competition entering the market
  • Is the management structure changeable, is the franchise affiliation changeable, is a management brand or franchise required.
  • The presently achieved cash flow and its potential cash flow and yield
  • The risk analysis to cash flow stability and growth.
  • Where is the upside potential, be it in management related areas, in repositioning through renovation,
  • The potential appreciation or depreciation in asset value

Each buyer will have their own answers to these, in conjunction each buyer needs to have clarity and a strategy within a defined decision-making program as they enter into the hotel buying process.

Sourcing the product

Your acquisition group

A broker

An appraiser who understands your market

An accountant who has hotel clients who can determine the correct net operating profit and if the revenue achieved is all from that business and that costs and controls are adequate, he can also helping the compilation of a business plan.

A market consultant, your asset manager, this is our role, where we help you find out how this property may perform or improve its performance and what strategies could be applied to achieve your financial goals, this is where we can help you put the business plan together.

Your legal adviser, who understands the hotel industry. Critical they do.

Possible an architect and or an Interior designer. If renovations and upgrades are required down the road and with the engineer they can review all the physical components of the building. Electrical, plumbing etc.

The initial assessment and the decision to proceed with seriousness

Obviously many hotels will not pass the initial screening process for numerous reasons.

The most common is an asking price that bears no resemblance what so ever to a sensible yield % based on the net operating profit being achieved.

This is mainly due to realtors accepting to list properties, and in many cases encouraging them to do so, at valuations they somehow dream up all based on what they perceive is a real estate value. Hotels are businesses and their value is mostly reflective in what net income they generate. Obviously some buyers over the years have not caught on to this hence the numerous stream of crazy priced hotels and resorts on the market here in Costa Rica. Same applies to Panama.

Once you find one that may be a possibility a site and property analysis begins and at this stage a possible go or not a go decision needs to be made.

Ascertaining the price while compiling a business plan

Based on an initial property and market analysis the aim is to come to a suitable bid price.

This bid price evolves around ascertaining what potential earnings can be achieved by your management team from the property, obviously an analysis of the present trading results by your experts and an analysis of what future market conditions will be like and the potential properties performance within that market need accessing. A preliminary business plan is then drawn up, key questions are how can we unlock value, by your team and management.

Firstly it is important to understand the market. Simply put this involves ascertaining  the present and the ever-changing dynamics of demand.

An assessment is made on how these market dynamics balance with the hotels concept, its mix of rooms and facilities, the quality of the building of both hard and softs, if applicable franchise or brand affiliation and associated revenues directly generated, the management and options for other organizations suitability to the property, and the capital structure and its future capital investment requirements. The hotels trading history and the projected market performance are complied with assumptions as to future market performance, a base line business plan for the property, with net cash flow projections over 5 to 10 years.

With this information, and your exist strategy with the potential disposition price taking into account your finance costs a professional will work with you to define the discounted value at today’s pricing, giving you the maximum price you are prepared to pay.

Then you have a solid foundation for the next decision as to how to proceed.

Is this an opportunity for a turnaround with good upside potential, or has the property reached its peak in earnings taking into account future capital investment requirements?

Obviously your appraiser will advise on the general market conditions and the weakness or strength of the local market to assist this process of defining the bid price and making that bid offer.

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.

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 makes a great restaurant?

A value experience makes a great restaurant. Basic. Whether it is the pub down the road or the Italian at the Four Seasons, the food presented and the experience offered needs to offer real value. That means the more it costs the more you need to offer, from ambiance to service. The customer wants great food at a fair price and that package is what you need to produce.

The food offering should be tasty, fresh, exceptionally well cooked, something that gets those taste buds tingling, in my case I like it to be reflective of the location and culture one is in.

Creative menus, not a standard offering one can except to receive in about 75% of hotel and resort restaurants.

Consistency in the food and service quality delivery. No good great one day, appalling the next

Service, the same old motto, It’s all about people. In no particular order the service needs to be attentive but not overbearing, timely and that does not mean quick or prompt it means as the dinners wish, beverages offered and refilled with out request, personable but not over friendly and well-educated and knowledgable staff who understand the product being offered.

An experience to remember, a feel good place. You do not need to spend a fortune on decor and fixtures and interior design but what is offered needs to gel together.

New crockery and flat ware will not solve your problems!

Every table should be placed and located to best advantage in relation to the service delivery, the eye contact that each guest experiences from each chair assessed in order to make best advantage of it. How a customer feels is critical. It is also, in my opinion, the most important component by miles in which a restaurant is judged. That is part of the design process.

Simple, not really, it’s an art, especially to make an adequate profit.

See my further blogs on this most interesting topic.

What makes a great hotel

My top 10 of what makes a great hotel from the shortest to the longest of what hotel owners, management companies and asset managers should focus on.

  • Cleanliness
  • Feel at home
  • Service is friendly
  • Great use of space
  • Design reflects the location
  • Everything offered is great value
  • You feel great sitting in the restaurant
  • Tasty fresh food which reflects the location
  • User friendly technology, you can read instructions
  • The booking process on their web site does not involve having to figure out why there are variations on price on the same room for the same night.

To discuss your top ten as an owner, and how we can be of assistance in making your hotel or your planned hotel project in the top 10, and how we can offer resort management services that stand out from the crowd, email mark@turnerlodgingco.com.

Resort hotel development and what is involved

Developing a hotel? New to resort hotel development? As you figure out where to start and as you contemplate the results of the hotel feasibility study, here are a list of basic issues you need to have in place.

If you have not had a market study done by the way get one done, at the very least this should be done by a professional, not the local real estate agent down the road who sold you this lot with the line ‘great spot to build a resort’.

Get you team together. Yes I mention this as it is not uncommon for those who are inexperienced to not realize the amount of team members which are required to kickoff a successful hotel project. Architect, surveyor, builders and engineers,  interior designer, a hotel consultant to assist you with general input and management and brands options, landscape specialist,  someone experienced in kitchen design plans (not the supplier on his own),  special systems experts in communication, security and the like.

Get your permits in order. Environmental and local municipal issues.

Get your finance in order; realize that you need cash to get this off the ground.

Get your development budget tied down and in order, and get advice on this from experts. Realize that base building costs are a smaller than you expect % of the total build out costs.

Get your management team decided on and contracted? Who will manage this hotel?

Educate yourself, get advice, and if all of the above are in place you will have a good chance of success.

So build out is occurring now, what do you have to do to open a hotel?

Management have to figure out how to overcome numerous challenges along the way to opening.

With conflicting interests from numerous parties it is an interesting and challenging profession.

Consider the balancing act!

Your client and or owner who happens to be a local real estate developer wants to sit in the main restaurant to host his potential real estate clients a week after the chef is hired while construction in the kitchen is ongoing, the financier and developer are eager to get guests in the door before the hotel is completed, the hired team needs to be educated, trained, trained and trained again.

Where will the staff and management team come from? How to get the local community  onside? Will the operating concepts and the pricing strategy actually work? Are we on budget with pre-opening and construction costs? Where will we buy our products and equipment? How secure and safe will this place be? What is our image and marketing position? Where will our guests come from? Who will oversee the defects management of construction/ Will we need to take over the property from construction before defects are rectified/ Can the chef actually cook as the owner appointed him/her and we didn’t test his/her skills during the recruitment drive? Will the staff housing be ready? What will be our environmental friendly practices? How do I keep the owners happy. How do I now persuade head office or/and the owner the 1st years budget was too optimistic?

One can go on and on.

Successful hotel development and opening management requires a feel for where one is at as the circumstances change daily, the uncanny ability to figure out the timing issues and kind of worm one’s way through all the obstacles.

Summary

As your resort hotel management team, business adviser or development consultant we will help you avoid all the opening pitfalls. Proven and tested, our experience in opening or re-launching resort hotels is extensive and almost all took place in ‘hardship’ isolated locations where one has to think outside of the box.

 

Hotel market and feasibility studies, the basics

So you want to build a hotel. Or you think you want to. Questions among many that need answering are ‘will this project make financial sense giving me adequate returns; will my concept work; do I have adequate funds for this concept to work; how and will we be able to attract finance for this project of mine to work?’

Factors need assessing, among many other are ‘is my land suitable for this concept or idea to work? How do I get out once I am in? Does this idea suit my real estate sales program? Do I need a management company? Do I need a market study? (Yes) Will a management company invest in this? (NO, even if one would you do not want to do this as it would require some very unattractive clauses in any management contract) How do I attract a suitable management company and negotiate a good deal with them? (Get advice at the very beginning of your project on this one)’

A comment on concession land in Costa Rica, firstly find yourself an honest realtor and a good lawyer (yes there are a few realtors around you could trust) and ask them for their opinions. There are many articles by reputable real estate brokers commenting on the risks involved in developing, owning a hotel or creating a condo hotel structure on concession land in Costa Rica.

Feasibility Studies should have the following content.

  • An overview of the project, defined as what we call an Executive Summary
  • The project definition that is the number and market mix of rooms, what common facilities, what size and to what standard, proposed operating concepts and additional amenities like shops, entertainment areas and the like.
  • An overview of the local area and the region as related to this project.
  • An analysis of the lodging market as applicable to market drivers and growth or non growth patterns; what additional supply in demand and what other properties are in the pipeline to change demand characteristics.
  • An analysis of present occupancy and average room rate achieved within the local competition with a market mix study.
  • Development costs, that is all development costs and not just the build out costs.
  • 10 year financial projections with assumptions on revenue and costs with support documentation on pricing assumptions and the assumed markets that would drive revenues.
  • Conclusion with a ROI statement, supported by a realistic assessment of the attractiveness of such a project for the owner taking into account their unique circumstances.

That should give you an honest assessment of whether you have any chance to make this project work.

All too often I have requests to comment on the suitability of a piece of land to built this, or that, to comment on the attractiveness of this area as compared to others in this region for the project, to propose a hotel concept on this or that all without any formal contract agreement.

We do not give free advice, what we do deliver though are cost-effective reports along the lines as that detailed above that will save you substantial amounts of money in the long run if you do not go ahead with a project that is deemed too risky, and many thousands if you do go ahead as the advice we provide will put you on the correct road map for long-term success.

The minimum you will require before you get serious with any proposed project is a local market study to initially ascertain the suitability of your project in the proposed site and location, and this is what we can provide.

Value-added design in hotel development

Hotel development critical processes: value design, value engineering, value life cycle, what do they mean?

Value-added design is a process through the stages of the use of space program.

A project’s viability can be truly reflected after profound but minor economies. In the ‘Art of the Deal’ developer Donald Trump cited using three hinges on each ball room door, instead of four, thereby saving 25% of  installation and material costs.

The process, although based around common sense, requires an experienced development team, who can justify the use of all space as it relates to the unique market concept of the hotel.

Firstly they need to answer the questions, ‘is the space essential?’ and ‘how best do we use it?’

Value engineering involves the architects, engineers, manufacturers presenting a cost-benefit-analysis of the maintenance, reliability, durability of all major materials, systems and equipment being considered. Obvious aspects are hot water systems, elevators, air conditioning, communications, floor finishes, and kitchen equipment; this process also involves a life-cycle cost analysis estimating energy replacement and maintenance costs. The developer is then educated in the selection process. This takes time and perseverance, but the long-term viability of the hotel is often defined at this stage. Operating profits for years to come are defined, and a project manager experienced in the hotel field is an invaluable asset to this process.

Building safety codes, systems for exit due to smoke and fire, and fire resistance of construction elements, from doors in 3 hours walls, roofs, windows, to kitchen hoods, all need to be taken into consideration.

Obviously, cost management needs an effective and efficient system of control. Work scheduling, material and labour, technical aspects, quality standard control measures, all need to be monitored in detail so that any budget overruns can be managed well in advance.

It is in the planning stage that the major costs are reduced, the stage where the hoteliers, architects, interior designers, suppliers, lighting and acoustic consultants, etc., create value-design, which is then supported by value-engineering.

 

The basics in resort development space planning and design

If you as the hotel developer or owner do not know where your “Center” is, maybe you do not know you should have one. What is it? It is that little space where a couple or a single guy would feel most comfortable being in, when no one else is around.

At a resort, may be it is that spot in the pool area or at the terrace bar. At a city hotel, the lobby bar and the restaurants all need a favorite and comfortable center, the most homey spot in the house. Like that old lounge in the den you go to on a raining winter night to watch Sunday night football with your dog.

Too many resort hotel developers, operators and designers make impatient and non-carefully thought-out decisions on layouts and use of space. Extraordinary attention to details is needed for key small space planning where this couple and the single guy will spend hours. These areas form the long-lasting consolidated impression of many clients. They are keys to the property’s success, especially in a resort where customers hang around longer.

We have a talent for space planning that ONLY hospitality people who have worked in hotel spaces for years would have. This is a skill that is critical to a project’s success and can save you heaps of money in effective utilization or reduction of building space.

Do architects have this skill in planning? No. Do interior designers? No. But together with a ‘user’, that is, the hotelier, who utilizes the space day in and day out, hence knows what he is talking about, this is a winning solution.

We have the ability to think through carefully the impression that you will give to the customer who frequents your hotel in the off-season, in a quiet period, during down-time. We recognize that not 100% of the space will be used 100% of the time; and at down times, we need to be aware of the ambiance that is lost when the space is empty of clients.

Most of all, without the eye-for-details input that can only originate from experienced hoteliers, architects and interior designers will inevitably fall short on practicality.

Reflection: when I was the General Manager of a soon-to-be Four Seasons at Kuda Huraa in the Maldives, I spent the first weeks designing each restaurant table, the width, the length, the thickness and the height, not forgetting the lighting, the wine display, the condiment container, the sugar, the creamer, all had to be measured and their movements anticipated. My Executive Chef and I ‘sat’ in each seat and anticipated the view, the waiters’ traffic patterns and the face contact with other clients. It was not an accident that we had 80% occupancy in the fist 8 months after opening and was acknowledged as one of the 10 best small hotels in the world by Conde Nast Traveler as early as in the first year.

As resort hotel consultants and business advisers with our experience and insights as hoteliers we can help developers save tons of money in formulating the build-out program, and owners will reap the benefit down the road in maximizing profit and future asset value due to effective space planning and creating operating concepts that will not just work, but really position the resort above the crowd.  If you are planning to expand an existing hotel or build a new one then our thinking and eye-for-details can be paramount to the success of your project.