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Our assignments
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Case
Study 1
Situation: Close
Brothers Corporate Finance (CBCF) - A
junior term debt syndicate were seeking recovery of £230m
invested in a European hotel company. The hotel company,
Queens Moat House Hotels consisted of 80 hotels, 11,500
rooms, with properties in, the UK, Germany and the Netherlands.
Task:
To secure maximum recovery of the junior term debt
of £230m for the junior term debt syndicate.
Action:
Evaluate and examine a number of options; Creditor Warehousing,
test the hotel managements five year projections of turnover,
capital investment needs and return on investment assumptions,
Explore re-branding options via franchise agreements, and
consider appointing a global hotel operator to run the group
under a management contract.
Result:
£211m of junior term debt was successfully recovered
for the banking syndicate, via the acquisition of the group
by Westmont Hospitality.
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Case
Study 2
Dhahran Palace Hotel, Saudi Arabia
Situation: The
Said Ali Ghodran Corporation owned an ageing 200 bedroom
hotel and prime real estate site in the Eastern Province.
The owners wished to build a luxury 300 bedroom hotel to
be operated by and international operator.
Task: Evaluate the real estate potential
of the site to include a hotel and mixed – use options.
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Action:
Examined the rationale for a luxury hotel, market
analysis of the hotel sector – current and future
supply and demand, prepared feasibility and return on investment
scenarios including, hotel, serviced office and executive
apartments.
Result:
The findings were that there was an over supply
of luxury hotels in the region. A gap in the market was
identified – the mid-market full service sector, Introductions
were made to a number of leading international brands. |
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| Case
Study 3
Scandic Hotels AB.
Situation: Scandic
Hotels International Sales – Leisure Project
When the partnership with Hilton & Scandic Hotels in
Scandinavia ended, there was a weakness in the International
Leisure aspect of Scandic’s business. Expert help
was needed to maintain and develop their international leisure
business and all processes and procedures within this.
Task: To evaluate current procedures, organisation
structure and policies within the International Leisure
Market place for all key producing leisure countries to
Scandinavia. Implement new procedures, organisations and
policies to maximise business from this segment.
Action: Evaluation of current status carried
out. Identified where Scandic wanted to be. Outcomes presented
to Board and Management Team within Scandic with unique
presentation format. Approval given and implementation started.
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Result:
A robust International Leisure Sales strategy and
organisation in place with up-to-date procedures and policies
enabling them to increase business from this segment.
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Study 4
VisitScotland.com
Situation: VisitScotland.com,
the online sector of Scotland’s national tourist board.
A profit making organisation partly owned by Visit Scotland,
there was a need to introduce new revenue streams into the
business and to meet industry needs.
Task: Evaluate, introduce and implement
a new B2B model for Scottish tourism business to feature
and promote their business via the visitscotland.com site.
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Action:
Identifying industry needs, creating product and
implementing such within the visitscotland.com website.
Working with the VS market management teams & direct
sales teams, for product to be sold within overall VS product
offerings.
Result:
New revenue stream for Visitscotland.com and a
satisfied B2B customer base able to reach out directly to
visitscotland.com consumers. |
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Case
Study 5
Luxury hotel and spa and
residential development, Blackpool
Situation: The
Client owned and operated an 80 bedroom tourist hotel on
the new South Promenade in Blackpool. The property consisted
of 3,042 square meters of land directly on the waterfront.
Profit wise the hotel was proving a challenge due to the
age of the property. The client wished to undertake a major
redevelopment of the site to include; a 120 bedroom luxury
hotel and Spa – and 15 upmarket apartments.
Task: To assess the economic viability
of the project and establish a business model for the hotel,
spa - and residential development. |
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Action:
Supply and demand studies were conducted across
a range of hotel and spa sectors - and residential developments
in the region. Key players in tourism development, real
estate agents, planning authorities, and the Regional Development
Agency were interviewed. The design concept and outline
cost projections prepared by the clients architect were
reviewed and detailed feasibility and return on investment
options prepared.
Result:
The detailed findings were that a combination of
factors such as; the lack of sufficient demand for a luxury
hotel and spa product in the area, the trend for modestly
priced residential apartments, and the projects outline
costs, clearly stated that acceptable returns on investment
could not be achieved.
The consultancy
recommended that the client consider a hard branded, mid-
market hotel and leisure concept targeted at the leisure
and business traveller.
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