Boutique Hospitality is prepared to take your large or small boutique hotel and make into a profitable, successful hotel property. For a complete picture of how we can help your project take flight, please contact us today about your project. Even if it is in the early stages we can help you make sure a boutique hotel is the right choice for your project. From pre-opening to management…
Acting as a third party manager, we would typically provide the following during a complete development or repositioning project.
Phase I Advisory Services
Significant savings can be realized early on in the hotel’s life by an early definition of the hotel’s personality, the market it will address and the facilities required to achieve success. Once the needs have been defined, then consistent and constant interface with the various disciplines executing the hotel is required to ensure that the results are achieved. To this end, Boutique Hospitality can/will:
- Create with owner the hotel vision
- Create hotel program of all facilities
- Recommend and help assemble the project team.
- Assist in over-all project and construction management.
- Review and provide input to the preliminary project program for all components.
- Prepare preliminary project cost estimates to include FF&E detailed by operating areas, operating equipment and estimates of construction based on square feet per the proposed program as provided by the project team for all infrastructure components.
- Prepare a preliminary pre-opening budget identifying administrative, marketing, staffing training and other pre-opening expenses in detail.
- Prepare a 5-year profit and loss summary that will identify details supporting the revenue, staffing and other expenses.
- Assist in preparing a comprehensive design program for the hotel, including all facilities, any additional requirements with respect to mechanical and electrical systems, computer systems, telephone systems, food facilities design and laundry design equipment.
- Work with the project team through all design phases
- Schematic design phase
- Design development phase
- Construction documents phase
- Review the plans and specifications and advise owner of any changes which, in our opinion, are necessary in order for the hotel to conform to and be operated in accordance with the vision of the ownership, or to improve the hotel’s design, or to effect cost savings.
- Create all service styles and systems for all departments and other components of the hotel.
- At owner’s request, make on-site visits to the hotel and assist with monitoring the progress of the hotel, consult with owner’s consultants and contractors on matters relating to architecture and interior design, kitchen equipment and similar matters.
- Provide monthly feedback to owner concerning the hotel and any variances from the agreed quality and specifications for which it is aware.
- Assist owner, as appropriate, with the preparation of a final “punch list” for the hotel.
- Subsequently, we will work with the relevant representatives of the owner including applicable contractors and subcontractors to monitor the satisfactory completion of “punch list” items.
Phase II Pre-Opening
The pre-opening period is extremely critical to the hotel. This is when the “personality” of the operations is formed, the message to the market is fashioned and the staff hired and trained to deliver on expectations and promises made. Boutique Hospitality will complete the following pre-opening tasks:
- Confirm and refine the pre-opening budget to set forth in reasonable detail the plans and expenses proposed to be incurred for:
- The staffing of the hotel and its operations prior to the opening date (training the staff, hiring of a general manager and other necessary personnel prior to the opening date)
- The positioning and promotion of the hotel prior to the opening date (public relations, advertising, graphic design, printed material, marketing plans and sales strategies)
- Selection of public relations agency to coordinate the launch
- Opening celebration and inaugural ceremonies and activities;
- Other activities, costs and expenses associated with the pre-opening of the hotel.
- Update and confirm the initial assumptions in the 5-year profit and loss summary for each of the components identifying details supporting the revenue, staffing, and other expenses.
- Test-run all service styles, concepts and systems for all departments and other components of the hotel. Create and implement any initial food and beverage and service concepts, as suggested by the conceptual phase research and preliminary proformas.
- Recruit, train and recommend for employment by owner the initial staff required for the hotel and establish salary and benefits administration and related programs.
- Ensure that all purchase commitments for FF&E, materials, finishes, inventories and operating supplies will complement the physical attributes of the hotel and the required level of services.
- Select and commission staff uniforms to portray a consistent quality image.
- Develop a targeted marketing plan and submit to owner twelve months prior to the anticipated opening date to include: research, pricing strategy, programs including advertising, public relations, direct mail, web site, reservations and collateral inclusive of local community promotions. This plan will be reviewed with the owner monthly until the opening date.
- Ensure that the initial licenses and permits required for the operation of the hotel are applied for and obtained.
- Establish accounting systems and controls relating to the pre-opening budget, as well as the initial operating projections.
- Provide such other miscellaneous services incidental to the preparation and organization of the project, to ensure they are adequately staffed and capable of operating on the opening date.
Phase III Management
With the successful opening of the hotel continuous attention to detail will be required to ensure that the high standards of operations are consistent, staff is trained and motivated and market share is expanded. This will be accomplished by:
- Hands on supervision to ensure the consistent delivery of the quality services and amenities.
- Continuous review of the hotel operations to ensure that the owner is achieving the maximum financial return on their investment.
- Modifying from time to time all of the operational standards, policies and procedures governing all aspects of the operation.
- Ensure a unique approach to operations in order to properly reflect the style, tradition and preferences of the community.
- Establish a culture of luxury, excellence and attention to detail to take the hotel to the highest level of recognition.
- Devote all reasonable efforts to maximizing the patronage of the hotel facilities while simultaneously optimizing the guest experience, especially the profitability of the hotel.
- Oversee the ongoing preventive maintenance programs and manage the physical asset to preserve its’ value and ensure its’ continuous productivity.
- Identify personnel needs to pursue proper service at a justifiable cost. We will interview and hire the personnel as necessary, creating ongoing training and professional development programs to maximize the effectiveness of the resort employees.
- Utilize our proprietary “Foundation for Excellence” training program on an ongoing basis.
- Account to owner for all the hotel’s operations. Establish, maintain and modify, as appropriate, all internal controls and accounting systems for all transactions and monetary functions.
- Report monthly to owner with standardized accurate financial reports. State of the art budgeting and cost accounting techniques are employed to closely monitor performance, to quickly address any negative variance.
- Creation of the hotel’s marketing plan, annual budgets, ongoing updating and implementation checklist.
- Measurement of the hotel’s marketing and sales initiatives from cost to results.
- Create and recommend advertising (national and local) quantify results, measurement of recognition, media selection and media placement.
- Create and recommend public relations programs, in-house and agency checklist of program implementation and effectiveness.
- Create direct mail programs with measurable results.
- Ongoing comparison of competitive property’s web site and recommendations for additions and improvements.
- Create partnership marketing opportunities.
- Create and recommend design and production of collateral, in-house materials, promotions, photograph, etc.
- Monthly monitoring of all sales activities, monitoring sales calls, sales results, production by category and account.