Hotel Development - From Concept To Construction
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Transcript of Hotel Development - From Concept To Construction
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www.onyx-hospitality.com
Hotel Development
From Concept to Construction
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From Concept to Construction
Why are hotels different?
• Overlapping end-to-end processes requiring complex strategic decisions
• Unlike many other building types in that the entity must be ‘fully complete’ and operating
• Major services, systems and IT involved • Governed by trends, fashions and competition • Often guided by owners lack of experience, emotions
and indecision • Frequently hindered by statutory restrictions • Often attracts Owners who have little or no
development experience
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Bad Habit #1
Not understanding or defining objectives
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• Why are you building it? • How are you building it? • Is there an overall clear vision? • Is the objective market driven, instinct driven, or
emotionally driven? • Is the site right? • Should you build it? • What are you building?
Bad Habit #1
Not understanding or defining objectives
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Bad Habit #1
Brief & Owner
• Major problem often lies with Owner/Developer not really knowing what they want
• Often a desire for a hotel is driven out of emotions • Lack of trust and experience tempts owners to ‘go
alone’ • First time Owners often want the 3-Star Brand but
have a 5-Star expectation • Maximising GFA is desirable but not always best • Mixed Use developments have inherent challenges • Thankfully ‘design’ today is more important - kudos
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Bad Habit #2
Not understanding the market
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• Not enough research • Too much research…. • What does the market really require • What will demand drivers be when the hotel is
complete in 3 years + • Will it stack up financially at that time • Are there actually better options than a hotel • Consultants correct interpretation of style, facilities,
size, F&B, etc. essential
Bad Habit #2
Not understanding the market
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• New owners often rely on instinct, emotions connections and friends
• Various Real Estate and Hotel Analysts exist but remember its only ‘advice’
• Walk the streets, stay in competition, understand their Financials
• But don’t always believe them….. • Consultants must be analytical and pragmatic in
interpreting these issues • Form or Function should not dominate – successful
hotels balance both
Bad Habit #2
Available resources
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Bad Habit #3
Not understanding the product
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Bad Habit #3
Not understanding the product
• What product exists? What is needed in the market? • Commit early to a Brand or identity and follow it • Challenge the Operator to explain and understand the
chosen Brand • Luxury is not always ‘the best’ • ‘Mixed Use’ is not always the best • Resist Brand ‘creep’ outside defined parameters • Get to know comparable products and competition • Recognise how today’s technology and environmental
issues influence the industry • Stay flexible – trends change
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• An average 5 star hotel property requires upwards of 27 different consultants
• A hotel - by m2 - costs 4 times as much as an office block and will take 3 times as long to build - beware
• In many emerging countries approvals and permissions can hinder the process
• Few good PM companies know how to manage process. Understand this before commitment
• 4’500 different items go in to a hotel – about 20 into an office block
• A pre-opening budget can constitute over 10% of project cost
Bad Habit #3
Hotels ARE different
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Bad Habit #4
Not defining programme, quality or budget
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• Major cause of dissatisfaction and disillusionment • Define realistic time lines including design and site
acquisition • Set quality objectives – preferably real examples of
benchmark hotels • Engage professional help to determine realistic budget
with necessary contingencies and escalations • Fully understand these issues at outset
Bad Habit #4
Not defining programme, quality or budget
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• We generally bridge the Operational and Technical aspects of a hotel ensuring the integrity of a Brand is largely maintained
• We also should span the Owner – Consultant divide impartially
• We are generally paid as ‘consultants’ • However often seen by Owners as their ‘Project
Manager’ • Standards Manuals and their inherent dangers
Bad Habit #4
The role of hotel Technical Services
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Bad Habit #5
Not engaging or managing correct support
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• Select consultants on reputation and ability – not on just price – select people not names
• Select contractors and suppliers on the same basis • Ensure they all know the product and the locality • Respect local relationships and integrate the
community….they are invaluable • Clearly establish your guidelines and expectations • Manage the Project Manager • Resist involving spouses or relations in design!
Bad Habit #5
Not engaging or managing correct support
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Bad Habit #6
Not clearly defining owner involvement
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• Nothing disrupts a project more than an inconsistent Owner (and Operator)
• Owner must assign and delegate trusted, experienced and knowledgeable personnel
• Trust your hotel Operator – he has usually done it before!
• Make sure reporting information is accurate and timely – get to know the bad news first
• Be realistic and nimble • Get fully involved - or not at all!
Bad Habit #6
Not clearly defining owner involvement
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Bad Habit #7
Not understanding hotel construction
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• Construction processes may be similar but seldom the same in different locations
• Investigate construction options – consider long term benefit not short term savings
• Unless core business involves construction avoid trying to fully control process
• Mitigate risk and delay through decisive and informed planning – changes are costly and disruptive
• Understand market dynamics and trends – commodity pricing, tender climate, labour costs, etc.
• There is no such thing as a cheap hotel!
Bad Habit #7
Not understanding hotel construction
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• Incredibly complex process – can last over 18 months • Needs skilled focused teams and individuals • Needs understanding from contractors and consultants
– indemnity, access, defects… • Testing and Commissioning over 20 separate systems is
highly complex • ‘Procurement to placement’ very involved process • Define the soft and full opening • Establish defects and responsibilities and processes • ‘Programme, Prepare and Predict’
Bad Habit #7
Opening a hotel
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Top 10 Tips
for Hotel Developers
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Understand the driving forces behind your desire to build a hotel 1
Top 10 Tips
for Hotel Developers
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Agree to budget, programme and benchmark quality up front – even before engagement 2
Top 10 Tips
for Hotel Developers
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Engage an Operator up front 3
Top 10 Tips
for Hotel Developers
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Integrate the right consultants at the right time with the right ‘Matrix of Responsibilities’ 4
Top 10 Tips
for Hotel Developers
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Resist Brand ‘creep’ outside defined parameters 5
Top 10 Tips
for Hotel Developers
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‘Mixed Use’ is not always the best option 6
Top 10 Tips
for Hotel Developers
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Understand the governance process. A hotel can take 8 years in Vietnam! 7
Top 10 Tips
for Hotel Developers
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Use international Fire Life Safety standards 8
Top 10 Tips
for Hotel Developers
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Don’t commit to the ‘unknown’ 9
Top 10 Tips
for Hotel Developers
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Beware of the ‘stop-start’ scenario on your business 10
Top 10 Tips
for Hotel Developers