Hotel General Manager: the nature and causes of mistakes when planning a new hotel. From feasibility study to the most effective hotel management methods

Programme

What investment and hotel property management means for the general manager

• How to invest wisely and not lose? Taking the owner's/investor's side and looking at hotel management through their eyes
• How to use the property's potential 100%. What matters more: GOPPAR or profit per square metre of the complex
• How to recognise lost profit and implement change
• When the investment process begins and when it ends
• Sales strategy and plan when preparing the hotel project, during the opening year and in day-to-day operations
• The financial model as the basis of any investment and operational project of the hotel
• Approach to the service strategy, developing the profile of your customer and customer orientation at the construction / reconstruction stage
• Operation and the hotel's rating on OTAs
• Hotel renovation under changing market conditions and customer needs
• Developing a renovation project that ensures the desired sales plan is met
• Possibilities for endless transformation of properties

Practice: Analysing the efficiency of room stock layouts and the hotel's public areas and lobbies

«Strategic marketing and hotel branding in a changing environment»

• A Sales & Marketing plan oriented towards the hotel's customer segments
• Selecting the hotel's key guest segments using the «fit the guest» method
• Identifying the needs of the selected segments and auditing the relevance and necessity of the hotel services currently provided
• Developing targeted service programmes for each customer segment
  • service methods
  • package options
  • rate plans
  • payment terms
• Maintaining / retaining the hotel's loyal base of key segments: techniques, events, benefits
• «Anchors» that retain customers of a given segment for a long time
• The hotel brand — as a tool of recognition and of «hooking» key customer segments on the hotel's services
• Components of the hotel brand in the eyes of guests from different segments
• Branding guest areas and rooms with an understanding of service and brand for different guest segments. Selling layouts and design of different room categories
• Room stock categories. Sales names of categories and the required set of mandatory in-room options for different guest segments
• Strategic Sales & Marketing planning, its link to the tactical annual Sales & Marketing plan and the hotel's daily operations in attracting and retaining guests

«Managing a hotel during recessions. Cost optimisation and rationalising service delivery. Potential traps leading to deteriorating hotel performance»

• Strategies in hotel management
• Reorienting each strategy into a recession strategy
• Matrix matching the main goals of each strategy to the new, recession goals
• Analysing the dynamics of change in the hotel's goals
• Planning in management during crises
• The organisational plan and its specifics
• The dynamic Sales & Marketing plan during a recession and its specifics
• Specifics of staff planning and rotation during recessions
• The hotel's range of services and price grid
• Anti-crisis rate plans and offers for different segments of consumers / customers / travel agencies
• Screening out «unnecessary» customer groups and retaining the right ones
• Quality of hotel service
• «Cheap» methods of keeping service quality high
• Free methods of maintaining a positive customer opinion
• New marketing opportunities given the hotel's limited budget
• Staff
• Optimising headcount
• Creating HR advantages in times of economic downturn
• Quality offers to staff during a recession