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Hotel lobby overseen by hotelAVE, a hospitality consulting firm providing hospitality industry insights and hotel advisory services
Archive
Tag: Hotel Asset Management

Distressed Hotel Assets in the Americas post-COVID-19

Distressed Assets in the Americas post-COVID-19. One thing we can say with certainty is that it won’t be easy, nor even, and it will take some time. As with any prior major disturbances to the hospitality industry, there will be some winners and losers. With assets under management from Argentina to Canada, we at HotelAVE..
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Hotel Management Companies Versus Hotel Asset Managers – What’s the Difference?

Hotel operators have many responsibilities that typically center around “day to day operations”, including hiring and training employees, ensuring high guest satisfaction, defining operating procedures, complying with brand standards, complying with local laws, pricing rooms and other revenue sources, marketing the business, managing bank accounts, and purchasing operating supplies, to name a few.  While they..
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Hotel Asset Management: A Guide

While general real estate asset management has existed for decades, hotel asset management evolved as a specialization beginning in the early 1990s, and for good reason.  To maximize hotel real estate value, owners need hotel asset managers qualified un-biased advocates with specific expertise in hotel operations, real estate and capital markets. Interested in learning more..
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Beyond Benchmarking – A simple statistical approach to unlocking value in food and beverage pricing

When hotel managers determine the prices associated with room revenue, they apply a rigorous approach that draws on industry and market data. This allows hotel managers to optimize room pricing for their market, balancing supply, demand, services, and brand. Considering the rigor applied to room revenue pricing decisions, it is remarkable that the approach to..
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Managing the Total Hotel Investment – Strategies to Maximize Owner Returns

Hotel asset value and owner returns are influenced not only by cash flow from operations, but also by many other considerations. These include acquisition cost, capital expenditure requirements, capitalization rates, the amount and cost of debt, brand and operator encumbrances, physical condition, and upside opportunities. All of these factors must be actively managed within a..
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