While hotel management focuses on providing for their guests with an operational perspective; I instead identify guest. The following three processes are critical in establishing procedures that extend the life of the asset an build successful. If you are like most hotel & business professionals, you already are saturated with development deals, hotel operations or.
If you are like most hotel & business professionals, you already are saturated with development. The following three processes are critical in establishing procedures that extend the life of the. Be more effective and less wasteful as you implement PIP's, CapEx Plans or "Refresh" improvements. My underlying approach with my services identifies procedures that can extend the useful life of.
As the hotel industry now demonstrates a "comeback", years of diluted and deferred capital expenditures do not have to.
If you are like most hotel & business professionals, you already are saturated with development. The following three processes are critical in establishing procedures that extend the life of the. Be more effective and less wasteful as you implement PIP's, CapEx Plans or "Refresh" improvements. My underlying approach with my services identifies procedures that can extend the useful life of.
As the hotel industry now demonstrates a "comeback", years of diluted and deferred capital expenditures do not have to.
Services
As the hotel industry now demonstrates a "comeback", years of diluted and deferred capital expenditures do not have to destroy your operation's potential profitability!
Put John Fulton's 35+ years of experience to work for you!
His involvement on the corporate staff of national hotel organizations (most recent 20 year career with John Q. Hammons Hotels & Resorts and previous Brock Hotel Corporation) have given him seasoned and practical experience from the operators' perspective.
Skilled at estimating the costs of hotel franchise/brand "Product Improvement Plans" (PIP's).
Put John Fulton's 35+ years of experience to work for you!
His involvement on the corporate staff of national hotel organizations (most recent 20 year career with John Q. Hammons Hotels & Resorts and previous Brock Hotel Corporation) have given him seasoned and practical experience from the operators' perspective.
Skilled at estimating the costs of hotel franchise/brand "Product Improvement Plans" (PIP's).
My underlying approach with my services identifies procedures that can "extend the useful life of the hotel, its systems and FF & E" while evaluating future PIP and CapEx projects for their strategic value.
All of my services produce a powerful and realistic guide for ownership/management to use as they look to stop wasteful spending, improve asset value, exceed guest expectations and move profitability upward.
Intentionally "extending the life of their asset".
Strategically selecting projects that demonstrate honorable ROI.
All of my services produce a powerful and realistic guide for ownership/management to use as they look to stop wasteful spending, improve asset value, exceed guest expectations and move profitability upward.
Intentionally "extending the life of their asset".
Strategically selecting projects that demonstrate honorable ROI.
You are here: Home / Budgets & Reserves / 3 Common PIP Mistakes - Which Do You Want To Overcome?
Product Improvement Plans issued by hotel franchise systems are prompted by a property reaching the term of its license agreement, a change of ownership or the anticipation of a change of ownership.
When PIP Auditors see worn or dirty conditions, it causes them to look deeper for deferred maintenance and other infractions that maybe PIP related.
Scour the document for comments that are not representational of your hotel.
Product Improvement Plans issued by hotel franchise systems are prompted by a property reaching the term of its license agreement, a change of ownership or the anticipation of a change of ownership.
When PIP Auditors see worn or dirty conditions, it causes them to look deeper for deferred maintenance and other infractions that maybe PIP related.
Scour the document for comments that are not representational of your hotel.
You are here: Home / Annual & Multi-Year Plans / 4 Deadly CapEx Budget Oversights - Are You Making Them?
When building Capital Expenditure Plans, costs that are often overlooked are those that are not tangible.
Getting a firm quote from a vendor is relatively easy on a piece of kitchen equipment or even 300 rooms of guest room furnishings.
However, it is important to realize that other costs associated with CapEx items or projects may not be so obvious.
Sales Tax - These can vary but generally range from 4% to 8.25%.
When building Capital Expenditure Plans, costs that are often overlooked are those that are not tangible.
Getting a firm quote from a vendor is relatively easy on a piece of kitchen equipment or even 300 rooms of guest room furnishings.
However, it is important to realize that other costs associated with CapEx items or projects may not be so obvious.
Sales Tax - These can vary but generally range from 4% to 8.25%.
Assume that $200,000 to $300,000 of your hotel's much needed capital expenditure program had been "stolen" and will not be recovered.
You will not be able to benefit from those CapEx projects, nonetheless; your hotel is still expected to exceed the guest expectations and surpass aggressive competition.
On the surface this scenario seems ridiculous, however; this is exactly what is happening to many hotels.
Too often CapEx projects waiting for their turn in the chronological order of replacements and renovations are delayed or cancelled.
You will not be able to benefit from those CapEx projects, nonetheless; your hotel is still expected to exceed the guest expectations and surpass aggressive competition.
On the surface this scenario seems ridiculous, however; this is exactly what is happening to many hotels.
Too often CapEx projects waiting for their turn in the chronological order of replacements and renovations are delayed or cancelled.
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