Five Strategies for Working with Your Lender During the Crisis - Hotel Business | Hotel Business By Lori Tirado The current COVID-19 global pandemic has created an economic crisis in most sectors of the economy, but few have been impacted greater than the travel and hospitality industries. With occupancy and revenues falling to unprecedented levels, hoteliers are scrambling to explore their financial options. Lenders are struggling to maintain communication and service timelines to assist their valued customers and provide viable solutions as the economy begins the process of rebuilding. No matter what your financial situation, you can be sure that you are not alone. The following are five tips that can assist you in working with your lender to make the process easier, more streamlined, and ultimately, more successful for you and for them. 1. Communicate The relationship you have with your lender is more important right now than perhaps ever before. Communication is key. Remember that all lenders are being inundated with requests during this period, so try to be patient and understand that you will get a response. You should also be completely transparent about your financial situation and be prepared to discuss any issues you may have openly and honestly. The more informed your lender is, the more willing they will be to provide solutions in the short-term to help you successfully navigate through these challenging times. 2. Help Them Help You Whether or not your financial institution requires forecasts, provide them. This will help them explain the global situation to upper management and regulators. Keep updating these, as it will show your commitment to being proactive. Communicate the details specific to your property. If your hotel is in an easily accessed location, for instance, that is easy to drive to and/or with walkable tourist destinations nearby, you may see a quicker uptick in travel as the first wave of traveler may only travel by car. Continue to update what you are seeing, as this will make it easier for the lender to accommodate your needs. Keep in mind that everyone is busy and dealing with multiple challenges for every client. Stay ahead and help tell the story, rather than waiting to be asked. Also, set yourself apart by making sure there are no delinquencies, if possible, such as taxes and insurance, and stay current with your reporting. Everyone understands that financials will be stressed, but do not waste time submitting them. This shows that you are transparent and willing to help the lender in any way possible. 3. Proactively Minimize Expenses It’s a good idea to get ahead of financial shortfalls now. Cut expenses where you can now so that when the recovery gets underway, you are better positioned to resume business as usual. You may want to consider temporarily reducing your payroll expenses and lowering your utility bills as much as possible, along with any other recurring expenses. For example, you might be able to reduce the frequency of your waste or garbage removal. With occupancy down, you can do this once a month instead of once a week without it affecting overall operations. 4. Think Outside The Box In the new reality we are all facing, you may need to change your thought process around how you currently operate and market your hotel property. In the interim, it could be used in a different way. Consider talking with various government organizations like health departments, FEMA, the Red Cross or the CDC. These organizations could use hotel rooms for staff, people coming to assist the crisis, or for non-critical patients or people that need to self-quarantine and do not have anywhere else to go. 5. Think Long-Term Try not to panic and focus only on the immediate situation or short-term solutions. The hospitality industry has faced downturns in the past and it is certain that things will get better when people begin traveling again. Although guest behaviors may be affected for quite some time, there will always be a need to travel and stay in hotels. In the meantime, it is a good time to be innovative and come up with ideas to implement and differentiate your property to be more competitive when things start to normalize. Lori Tirado serves as Managing Director of Business Development for Access Point Financial. She has 15 years of experience in commercial real estate with a specific focus on hospitality. This is a contributed piece to Hotel Business, authored by an industry professional. The thoughts expressed are the perspective of the bylined individual. Five Strategies for Working with Your Lender During the Crisis - Hotel Business appeared first on Hotel Business | Hotel Business - The leading source of hospitality news for owners, developers, designers, brokers, brands, management companies, lenders, REITs & asset managers. Texto fonte original: hotelbusiness.com
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CHLA Launches ‘Clean + Safe’ Reopening Plan - Hotel Business | Hotel Business SACRAMENTO, CA—The California Hotel & Lodging Association (CHLA) has launched the “Clean + Safe” program, which provides the two essential elements needed for a hotel to successfully reopen—guidance for hoteliers and confidence for travelers. The program directs hoteliers with a six-page checklist of protocols for properly protecting guests, staff and property. After meeting the requirements, a hotel receives a decal of compliance that can be prominently displayed in strategic locations throughout the property to reassure guests. According to the CHLA, Clean + Safe is the first reopening initiative in the country that is customized for a specific state, and is available free of charge to association members. “Coronavirus orders and restrictions in our state pose a real labyrinth for hotel owners because there is little consistency between California’s 58 counties and hundreds of municipalities,” explained Bijal Patel, chairman of CHLA. “Our program helps overcome this challenge by featuring lots of flexibility—it can be adapted easily by big and small hotels, for urban as well as rural areas, in both more and less restrictive communities.” The program is also the first reopening resource that considers independent properties, according to the association. “About 40% of our member properties are independent, non-branded hotels, so they cannot benefit from the reopening programs introduced in recent days by various brands,” added Patel. “While the brands have set the reopening standards for their properties, we at CHLA are setting the reopening standards for our state.” CHLA’s members operate almost a quarter of a million rooms at properties that range in size from small “mom-and-pop” operations to hotels with as many as 3,000 rooms. “Hotels are where travelers go to get ready for the next day on the road, expecting to find accommodations that are clean, comfortable, and dependable, especially in this new post-coronavirus world,” said Lynn Mohrfeld, president/CEO of CHLA. “Our new program will give guests the confidence and peace of mind they so desperately want and deserve because we are reassuring them that their hotel environment is safe and under control.” According to Patel, another important feature of “Clean + Safe” is that it is proactive. “We are showing the public and our legislators that the hotel industry can start returning to normal without undoing all the work and sacrifice that has been put in by all of us during the past few months—and especially without the need for excessive legislation and burdensome government regulations,” said Patel. Added Mohrfeld, “The task of reopening a hotel is daunting, but hoteliers will get there by doing the work in small, manageable chunks. Our program helps by laying out a practical, low-stress way to protect the stay of guests and the investment of owners.” CHLA Launches ‘Clean + Safe’ Reopening Plan - Hotel Business appeared first on Hotel Business | Hotel Business - The leading source of hospitality news for owners, developers, designers, brokers, brands, management companies, lenders, REITs & asset managers. Texto fonte original: hotelbusiness.com Helping Hands: HVMG, Centara and More - Hotel Business | Hotel Business INTERNATIONAL REPORT—At this time of crisis, those associated with the hotel industry make every effort to take care of their own, as well as others in the areas that they serve. Here are some organizations that are helping any way they can during the coronavirus pandemic: HVMG Creates Relief Fund “We are guided by our purpose, ‘To be excellent in all we do so our associates, guests and partners love us,’ so it was vitally important to us at HVMG to offer whatever support we can during these obviously trying times,” said Robert Cole, president/CEO, HVMG. “Due to this outpouring of aid, we continue to have funds being distributed in the form of gift cards for Walmart and similar retailers.” The fund is voluntarily supported by anyone wishing to donate to these in-need hotel industry workers. “Whether the associate needs the funds for essential items, groceries, medical bills or to care for a loved one, we are thankful for the generosity and encouraged to know that this money will make a difference for our associates in need,” said Susan Sanders, EVP/chief human resources officer, HVMG. “We work with each property general manager to ensure the funds are distributed quickly in a fair and consistent manner. As the states are delayed by the sheer number of requests for financial aid, this assistance can help bridge the gap between filing and receiving state unemployment compensation.” Centara Hotels & Resorts Launches Help the Heroes Campaign When a consumer buys a Centara cash voucher for a future escape, Centara will add a further 50% value to the purchase. Half will go to the buyer, with the value of the voucher being increased by 25% to help them get more out of their next adventure, when it is safe to travel again. The other half will be made as a donation, with the customer able to choose which of the two charities Centara donates to. “We are enormously grateful for the fantastic and selfless work being carried out by medical workers in the fight against COVID-19 and we are very serious about supporting the global efforts to beat the disease,” said Thirayuth Chirathivat, CEO, Centara Hotels & Resorts. “That’s why we created this initiative and we are very happy to be contributing to both honorable charities. We also understand the current strain on families and communities who are unable to leave their homes or provinces, or see friends and loved ones, so we hope by providing a little extra to customers too, it can give them something to look forward to when it is safe to travel again.” MMGY Global, HSMAI Launch ‘Vacay Layaway’ Program Available through June 30, the initiative incentivizes consumers to purchase future travel now with special offers ranging from discounted stays and gift cards to loyalty points for redemption prior to travel. In return, participating hospitality brands/hotels will donate room nights, gift cards or loyalty points to organizations, including the American Nurses Association and New York-Presbyterian, among others of their choice, to distribute to medical professionals who can use them toward future leisure stays. “In these unprecedented times, it is more important than ever for all of us to join together to fuel recovery,” said Bob Gilbert, president & CEO of HSMAI. “With Buy One, Give One, we offer a collective charitable response to the pandemic across the hospitality industry, providing immediate funds to hotels in addition to a much deserved respite in the future for those who have put their lives on the line to care for the sick.” TripAdvisor Rolls Out Hotels for Health The site allows healthcare providers to advise that they need rooms and hotels to inform that they have spare rooms available. The teams at TripAdvisor will then connect the hotels and healthcare providers. TripAdvisor will use its extensive database of more than two million accommodation properties worldwide to help target bespoke lists in specific areas where there is an urgent need for beds. After a trial connecting the U.K.’s National Health Service and select hotels in the south of England, it has expanded the program globally. “At this challenging time, we know TripAdvisor can play a unique role in helping to support the accommodation needs of frontline medical workers who seek out temporary housing, and we’re pleased to ask our hotel partners to do the same,” said Kanika Soni, COO, TripAdvisor. “We know so many frontline medical workers can’t simply return home after work because they live with someone with a compromised immune system, so TripAdvisor is proud to offer help where possible.” NH Hotel Group, José Andrés Feed the Needy in Spain Chef Pepa Muñoz, from nearby El Qüenco de Pepa Restaurant, coordinated the kitchen of the NH Collection Madrid Eurobuilding hotel, alongside a large group of WCK volunteers. Within the hotel’s facilities, they are able to make thousands of healthy, daily food rations with high-quality ingredients that cover the needs of both adults and children, while also taking into account their different nutritional and/or religious requirements. The hotel has expanded production to its second kitchen, which doubles this capacity to serve from 1,000 to 2,000 meals per day. Additionally, NH Hotel Group is donating all of the food from hotels it has been forced to close due to government restrictions to charitable entities such as Madrid’s REMAR foundation. The NH Collection A Coruña Finisterre started by making 500 meals a day for its most vulnerable residents, with a goal to quickly reach 1,000 meals per day. Helping Hands: HVMG, Centara and More - Hotel Business appeared first on Hotel Business | Hotel Business - The leading source of hospitality news for owners, developers, designers, brokers, brands, management companies, lenders, REITs & asset managers. Texto fonte original: hotelbusiness.com JLL: Economy Hotels Lead the Way in Housing Essential Workers - Hotel Business | Hotel Business INTERNATIONAL REPORT—Economy and select-service hotels have emerged as leaders in the hotel sector, housing essential workers on the front lines of the coronavirus pandemic while taking steps to keep guests and employees safe, according to research from JLL’s Hotels & Hospitality Group. First responders, such as healthcare workers, now constitute a significant portion of the demand in many hotel markets around the globe, said Geraldine Guichardo, global head of research, Hotels & Hospitality Group, JLL. “Extended-stay hotels, particularly within the lower-priced segment, are seeing the most demand,” Guichardo said. In the U.S., these hotel sectors saw occupancy rates in the 40-45% range for the week ending April 4, compared to 20% for the overall U.S., according to JLL Research. Governments, in many cases, are working directly with hotel owners to house workers, and are turning to economy and select-service hotels—including those aimed at extended stays—above other hotel categories. “Economy and select-service hotels are outperforming in the U.S. from an occupancy perspective due to medical-affiliated demand, including demand from the National Guard,” she said. “In areas across the globe, these hotels, often located in or near medical centers, provide much-needed private space for essential workers who do not want to risk exposing the people in their homes.” Serving First Responders Economy and select-service hotels are working directly with governments to service essential workers and those who need to quarantine. In some U.S. states like New Jersey, and cities like Chicago and San Francisco, governments have secured hotel rooms for healthcare professionals, government workers and other first responders. Hotel groups in the Philippines, India, Thailand, Sri Lanka and Jakarta are also working with governments to provide temporary housing options to essential workers. Australia’s state of Victoria launched a Hotels for Heroes program where both clinical and non-medical staff working in healthcare facilities can stay for free to isolate. Some demand is related to government-mandated quarantining, said Sashi Rajan, SVP, JLL Hotels and Hospitality Group’s strategic advisory and asset management, Asia, who is based in Singapore. Governments in the Asia-Pacific region have recently tightened quarantine measures for returning residents, requiring them to spend two weeks in a hotel, rather than at home. In Singapore, it has been reported that the government has booked more than 7,500 hotels rooms for this purpose. Australia has taken similar measures. “With a drop in demand from international arrivals, hotel operators have to be open to considering any potential business,” Rajan said. “Every piece of business that offers to bring in cash flow and keep business running is a positive outcome under the current circumstances.” Cutting Costs and Keeping People Safe Select-service and economy hotels mainly draw investor interest from regional owner/operators. The regional nature of U.S. hotels is especially advantageous during this time, said Al Calhoun, managing director, JLL. “The amount of money it takes to keep an economy hotel or a midscale hotel open is far less than what it takes to keep the lights on in a luxury hotel,” he said. “Owner/operators with multiple select-service or economy hotels in one market can evaluate which of their hotels to keep open, how to adjust their labor load and how to keep costs down. Many of these measures happen to be exactly what is needed for guest and employee safety.” Closing restaurants or lounges and other common areas, reducing housekeeping visits to rooms where people are isolating, and reassigning employee tasks accordingly lower costs while keeping people safe. Task sharing could mean that a front desk clerk also does laundry at night, and food service options are limited but delivered directly outside guests’ doorways. To prevent the spread of COVID-19, some operators take steps to separate guests by floors, keeping those on the front lines on one floor and those who have had potential known exposure separated on another, Calhoun said. “Economy and select-service hotels are positioned to cope better than others since they are built more efficiently and often have a smaller room count, which gives operators tremendous flexibility,” he said. A Resilient Sector These advantages could be amplified during recovery, said Denny Meikleham, managing director, JLL. Select-service and economy hotels are positioned to recover first because of the commercial traveler, who needs them to work. Until then, the focus is on filling as many rooms as they can safely. “This is a devastating thing that’s happened, but the silver lining is that these operators have found a way to keep some of their properties open to serve the public,” said Meikleham. JLL: Economy Hotels Lead the Way in Housing Essential Workers - Hotel Business appeared first on Hotel Business | Hotel Business - The leading source of hospitality news for owners, developers, designers, brokers, brands, management companies, lenders, REITs & asset managers. Texto fonte original: hotelbusiness.com The Highland Group: Extended-Stay Shows More Resilience Relative to Overall Industry - Hotel Business | Hotel Business ATLANTA—According to The Highland Group, extended-stay hotel RevPAR losses are much lower than the overall industry. The 38.2% decline in extended-stay hotel RevPAR for March 2020 compared to March 2019 compares very favorably to the 51.9% fall STR reported for the overall hotel industry. Extended-stay hotel RevPAR declines for March 2020 by segment:
“Extended-stay hotels, especially the economy segment, should continue to demonstrate RevPAR loss resilience during the foreseeable future,” said Mark Skinner, partner at The Highland Group. The Highland Group should have more extended-stay hotel performance data in early May when it releases the First Quarter 2020 report. The Highland Group: Extended-Stay Shows More Resilience Relative to Overall Industry - Hotel Business appeared first on Hotel Business | Hotel Business - The leading source of hospitality news for owners, developers, designers, brokers, brands, management companies, lenders, REITs & asset managers. Texto fonte original: hotelbusiness.com LE: Los Angeles Market Continues to Lead Construction Pipeline in Q1 - Hotel Business | Hotel Business PORTSMOUTH, NH—Analysts at Lodging Econometrics (LE) report that at the close of the first quarter of 2020, the top five U.S. markets with the largest total hotel construction pipelines are: Los Angeles with 166 projects/27,752 rooms; Dallas with 164 projects/19,999 rooms; New York City with 152 projects/26,111 rooms; Atlanta with 143 projects/19,423 rooms; and Houston with 132 projects/13,316 rooms. Nationally, under construction project counts hit a new all-time high with 1,819 projects with 243,100 rooms. Markets with the greatest number of projects already in the ground are led by New York City with 108 projects/18,434 rooms. Atlanta follows with 48 projects/6,002 rooms, and then Dallas with 46 projects/5,603 rooms, Los Angeles with 43 projects/6,851 rooms and Orlando with 39 projects/9,394 rooms. Collectively, these five markets account for 16% of the total number of projects currently under construction in the U.S. In the first quarter, Dallas had the highest number of new projects announced into the pipeline with 13 projects/1,461 rooms. Washington, DC follows with 8 projects/1,145 rooms; then Phoenix with 8 projects/904 rooms; Los Angeles with 7 projects/1,103 rooms; and Atlanta with 7 projects/774 rooms. As has been widely reported, the majority of hotels across America are experiencing an extreme decrease in occupancy and some have even closed temporarily. Many companies are using this time to complete updates, plan or start renovations or reposition their assets. LE recorded renovation and conversion totals of 1,385 active projects/232,288 rooms in the first quarter of 2020. The markets with the largest count of renovation and conversion projects combined are Chicago with 32 projects/5,565 rooms; Washington, DC with 26 projects/5,491 rooms; Los Angeles with 26 projects/4,271 rooms; New York City with 21 projects/8,151 rooms and San Diego with 21 projects/4,456 rooms. *COVID-19 (coronavirus) did not have a full impact on first quarter 2020 U.S. results reported by LE. Only the last 30 days of the quarter were affected. LE’s market intelligence department has and will continue to gather the necessary global intelligence on the supply side of the lodging industry and make that information available to our subscribers. It is still early to predict the full impact of the outbreak on the lodging industry. LE will have more information to report in the coming months. LE: Los Angeles Market Continues to Lead Construction Pipeline in Q1 - Hotel Business appeared first on Hotel Business | Hotel Business - The leading source of hospitality news for owners, developers, designers, brokers, brands, management companies, lenders, REITs & asset managers. Texto fonte original: hotelbusiness.com Foto: algarvefun.com Nestes dias de confinamento, as saudades do Algarve e dos últimos dias quentes de 2019, tem me batido forte... Lembro-me que no inicio de Outubro o tempo continuava excelente e ainda convidava a passeios. Eu estava em Portimão e resolvi visitar o Algar de Benagil. Já tinha visto muitas fotografias do lugar, mas nunca tinha calhado lá ir. Muitos de vós provavelmente já conhecem e vão concordar comigo quando eu disser que o Algar de Benagil, ou Gruta de Benagil, é inegavelmente um dos marcos naturais mais impressionantes de Portugal. Esta gruta que esconde uma praia de areias douradas e águas azuis e é iluminada pelo sol por uma espécie de claraboia no teto, é absolutamente maravilhosa! Um passeio de barco para ver Benagil e todas as outras grutas que se encontram na área, é um passeio que vale muito a pena. É verdadeiramente inesquecível. O Algar de Benagil, pode ser a gruta mais famosa, mas há muito mais para ver ao longo da bonita costa algarvia. Fotos: Travellight e H.Borges Embora esteja localizada perto da praia de Benagil, o Algar só pode ser alcançado pelo mar. Claro que podemos caminhar até ao topo, onde fica o buraco do teto e ver a gruta de cima, mas isso não consegue bater a experiência de entrar dentro da própria gruta, por isso o melhor é ir de barco ou de caiaque. Eu resolvi ir de barco. O passeio saía de Portimão às 08:00 da manhã e durou cerca de 2 horas e meia. No caminho, consegui ver muitas formações rochosas interessantes, bonitas praias e observar algumas aves marinhas. Antes de chegar ao famoso Algar de Benagil visitamos muitas outras grutas que existem em Portimão, Carvoeiro, Benagil e Praia da Marinha. Como o barco era pequeno, baixo e levava um pequeno grupo pessoas (só 4) foi possível entrar em quase todas, visitar por dentro e apreciar a sua beleza natural. Há imensas! algumas estão escondidas, mas são realmente deslumbrantes. Depois chegamos ao Algar e percebemos porque está classificado como uma das 10 mais belas grutas do mundo. O lugar é mesmo uma maravilha geológica, é muito bonito! Quando entramos dentro da gruta, podemos ver o céu através da abertura que fica no teto e o sol refletido na cor alaranjada da rocha que contrasta muito bem com o azul do mar. Um algar é uma cavidade natural que pode ter várias origens. Pode ser o resultado de uma erupção vulcânica, em que a lava sobe do interior da terra e recua com alguma rapidez, deixando uma caverna aberta no seu lugar (como o algar do carvão na Ilha Terceira) ou pode ser escavado por águas que sobem e descem, como é o caso de Benagil. Disseram-me que agora é proibido os barcos desembarcarem na praia do Algar de Benagil, mas que muitas pessoas com o seu próprio barco continuam a faze-lo. Em todo o caso, para garantir que conseguem caminhar na praia que fica no interior da gruta, provavelmente o melhor é ir de caiaque ou de paddleboard, saindo da praia de Benagil — dessa forma, podem chegar até ao areal. Foi uma manhã muito bem passada. Como estávamos no outono, não havia muita gente (suponho que no verão não seja assim). O passeio foi bastante sossegado, mas passou rápido. As memórias, essas, ficam para sempre... Recordar esse dia só me faz pensar que quando tudo isto acabar e for seguro voltarmos a saír de casa sem preocupações, aquilo que mais me apetece fazer é voltar a passear pelo nosso Portugal e re(descobrir) lugares maravilhosos como o belo Algar de Benagil! Vocês não? Tchau! Travellight Artigo original publicado em The Travellight World SiteMinder Releases World Hotel Index - Hotel Business | Hotel Business DALLAS—SiteMinder, a hotel guest acquisition platform, has for the first time released its proprietary data on the momentum of hotel bookings around the world. Sourced from the bookings of SiteMinder’s 35,000 customers, through more than 400 booking channels globally, the SiteMinder World Hotel Index provides never-before-seen insight into when guests are likely to return to hotels after the COVID-19 pandemic. The SiteMinder World Hotel Index, which is refreshed daily and free to access, shows how current hotel booking volumes in all major tourist destinations are changing when compared to the previous year. Data is available at a global, country and city level to provide insight into both macro and local trends, and cater for the market-specific intelligence that hoteliers, hotel investors and travel professionals need as governments stagger travel restrictions internationally. “A lot of data exists around travel bookings, but nothing is available around hotel booking momentum specifically, and at the speed and scale that SiteMinder is uniquely positioned to provide,” said Mike Ford, founder and managing director at SiteMinder. “In this period of huge uncertainty, our customers are seeking a light at the end of this very dark tunnel and we know it will come at different times, as cities and nations begin to lift travel restrictions. The traditional performance indicators around hotel performance have no relevance in a world where hotels have minimal business coming in, if at all. “Accommodation providers have always stood as the lifeblood of the travel and hospitality industries, and they will resume that role again once the COVID-19 crisis has passed,” he continued. “The World Hotel Index gives them the chance to prepare for their future guests by anticipating when that time will come and looking to other markets as guides in the meantime.” Snapshots and complete analyses of the SiteMinder World Hotel Index are available now at HomeForHotels, another new initiative, led by SiteMinder and backed by Airbnb, EasyWay, Hotelkit, InnQuest, Oaky, Preno and RoomPriceGenie as the founding supporters. With a pledge of “Information, Engagement, Advocacy,” HomeForHotels has been created to give hoteliers access to the booking patterns within every major tourist destination, via the World Hotel Index; real stories of other hoteliers; and a lifeline through industry programs that are making a real difference, according to the company. SiteMinder Releases World Hotel Index - Hotel Business appeared first on Hotel Business | Hotel Business - The leading source of hospitality news for owners, developers, designers, brokers, brands, management companies, lenders, REITs & asset managers. Texto fonte original: hotelbusiness.com The Way Forward: Avoiding Tunnel Vision Effectively by Planning for Recovery and Seizing Opportunities - Hotel Business | Hotel Business By Todd Stevens As the pandemic impacts the hospitality industry in unprecedented ways, swift reactions to these pressing matters are critical, and stakeholders have naturally gone into survival mode to protect their businesses, employees and investments. That said, it is important to avoid tunnel vision (overly focusing on one threat), as this can result in losing awareness of other opportunities. We must force ourselves to take a macro view and multitask during times when threats are the highest, so we can see new opportunities that may speed our recovery, improve efficiencies, improve operations and support stronger growth. As architects and designers who work extensively within the hospitality industry, we spend a good deal of time making plans to solve problems creatively. Drawing on this experience, we have outlined some strategies below that we hope will inspire hospitality stakeholders to enact in their planning efforts now to identify opportunities sooner and better prepare themselves for when recovery begins and beyond. Reevaluate Employee Roles and Improve Operational Efficiencies Essentially, now is the time to ask:
Additionally, much of the workforce has been forced to adapt new ways to work remotely, which opens up new opportunities to find efficiencies with these capabilities. Study current operations procedures and find ways to integrate new processes to utilize these new technological tools that can be leveraged in the future, potentially saving time and costs down the line. For example, Cuningham Group began implementing 100% laptop and cloud-based operations over the past two years, which has provided a seamless transition to working from home with very little disruption. Because we already had many of the tools and protocols in place for the remote work, we have had the ability to direct more of our attention and efforts to planning for recovery from this unprecedented time. Explore New Marketing Possibilities and Rethink Current Branding Here are some considerations:
Utilize Slower Times for Renovations and Planning With many hotels empty or at significantly lower occupancies, now is an ideal time to update the maintenance plan and perhaps initiate some of those maintenance initiatives. These should naturally be prioritized based on projected financing, occupancy growth and compartmentalization of returning guests to minimize disruption. Some specific items to consider include:
Now is also a great time to plan larger scale renovation and expansions as we prepare for recovery. We are already seeing forward-thinking hotel owners and developers reaching out to contractors to understand current impacts on construction labor and materials. Initiate conversations with potential development partners for larger additions, if needed. Work with architecture and design teams who focus on curation of guest experiences to create design documents, phasing plans, and cost estimations. Well-positioned hotel owners might also consider taking this time to make portfolio expansion plans by having capital partners on hand to take advantage of softening costs and new inventory of available properties. History indicates that after major events like the current pandemic, there will be a variety of value-add acquisitions and repositioning opportunities in real estate in addition to new players entering the market. Keep a keen eye out for new disruptors within your market sector. Forced adaptation breeds new innovation that often has a profound impact on the market. Through our 25-plus years of experience in the entertainment design space, we anticipate that hospitality going forward will increasingly become an important aspect of community centers as humans continue to look for social engagement, entertainment and exploration for new experiences. Forging Ahead and Thriving Todd Stevens is director of hospitality and associate principal at global architectural design firm Cuningham Group. This is a contributed piece to Hotel Business, authored by an industry professional. The thoughts expressed are the perspective of the bylined individual. The Way Forward: Avoiding Tunnel Vision Effectively by Planning for Recovery and Seizing Opportunities - Hotel Business appeared first on Hotel Business | Hotel Business - The leading source of hospitality news for owners, developers, designers, brokers, brands, management companies, lenders, REITs & asset managers. Texto fonte original: hotelbusiness.com ‘Clean and Safe’ Certification: The Future for Hotels After COVID-19 - Hotel Business | Hotel Business By Stacy Bercun Bohm and Daniel Miktus The COVID-19 pandemic caused many jurisdictions to enact orders imposing additional requirements on hotels and even shutting some down. As people return to everyday life—and even once COVID-19 is behind us—the hotel industry may not return to business as usual in terms of hygiene, cleanliness and distancing. Hotel owners and operators will likely need to adapt to a new reality where a much larger percentage of guests are what would have formerly been referred to as germaphobes. Luckily, there are countless steps that hotel operators may take to assuage their guests’ elevated concerns. Hotel operators can look to various sources for hygiene and cleaning tips. For instance, the World Health Organization (WHO) issued interim guidance on the “Operational considerations for COVID-19 management in the accommodation sector.” The Malaysian Association of Hotels (MAH) has begun a “Clean and Safe” campaign, where hotels can become certified as “clean and safe.” The Singapore government has gone a similar route, offering establishments the opportunity to be certified as “SG Clean.” Marriott International also launched its Global Cleanliness Council to “elevate its cleanliness standards and hospitality norms and behaviors to meet the new health and safety challenges.” Whether or not any of these types of programs apply to your hotel brand, or are available where your establishment is located, hotel owners and operators will need to adhere to higher levels of cleanliness—and publicly promote those efforts—to continue to attract guests in this new climate. Below are some suggestions that hotels may consider putting into place to convince guests that the establishment is “clean and safe.” Appoint a Cleanliness Manager Develop a Cleanliness Plan That is Available to Guests The Cleanliness Plan, of course, should include a course of action when a guest or worker is diagnosed with coronavirus or another infectious disease. In such cases, immediately minimize the ill person’s contact with all other guests and staff. Request that the ill person wear a mask and practice respiratory and hand hygiene, and designate a bathroom for use solely by that guest or employee. Work with local health officials to develop a plan to relocate the guest. Identify and notify those who may have been in contact with the guest or employee, and thoroughly disinfect any areas impacted by the infected individual in accordance with CDC and health department guidelines. Screen Guests and Employees for Signs of Respiratory Infection Increase Frequency of Disinfection and Cleaning Place Physical Barriers Between Guests and Employees Enhance Food and Restaurant Safety Implement Safe Distancing Prohibit Employees, Guests Who Have Recently Visited High-Risk Areas Utilize Technology to Enhance Cleaning, Especially in Guestrooms Reconsider Amenities Utilize Contact-Free Check-In Procedures Stacy Bercun Bohm is a partner at Akerman LLP’s office in Fort Lauderdale, FL. Daniel Miktus is a senior associate with the firm’s Washington office. This is a contributed piece to Hotel Business, authored by industry professionals. The thoughts expressed are the perspective of the bylined individuals. ‘Clean and Safe’ Certification: The Future for Hotels After COVID-19 - Hotel Business appeared first on Hotel Business | Hotel Business - The leading source of hospitality news for owners, developers, designers, brokers, brands, management companies, lenders, REITs & asset managers. Texto fonte original: hotelbusiness.com |
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