Hotel manager.

Hotel Refurbishment - Six Tips Č Hotel Refurbishment is a major undertaking for any hotel manager. original plans for a refit are extensive and carefully designed with all options and choices in mind. There are, however, several key areas that most frequently arise. Obviously, the area that will get overlooked most often is telling your guests what you will offer them. If you're a hotel that offers a wide range of facilities, this is the most obvious area on the list. Any plan to refurbish a hotel has to take into account the needs of the future in the present as well. Wherever possible, this should be done well in advance of any new development plans being approved. A new facility may make it more difficult to plan, particularly for the hotel visitor who may be unaware of the facilities already in place. These guests may only be passing through, or you may be opening a new facility. It's therefore not uncommon for hotel managers to wait twenty days or more before they get on with a project of this nature, with funding commitments possibly needing to be made well before any refurbishment is evenefficateto commence. So, with the obvious facilities issue well in hand, the next issue that becomes obvious is how many rooms will be for sale in the existing building. Planning undertaken to determine the number of bedrooms, suite numbers or all three will most definitely have an effect on the timeframe required for a refurbishment. The room count also gives a good idea as to whether extra space needs to be inked in. In smaller properties, it's very usual for rooms to go unfurnished. The relatively small leisure facility that is a relative long distance away from the hotel and would not accurately reflect the number of hotel guests, may also have room numbers that will be unfurnished. This can be a tricky area for the manager of a hotel. Your rooms may benefit from having a larger perter(e) or an extracommon(e) room to increase occupancy. It's not uncommon for a hotel to sink money into a building, which simply cannot be used, because there is no room for additional accommodation. Room sustainability is also a key issue due to the lower cost of refurbishing, working out whether the room can be made smaller whilst still maintaining an adequate number for the guest. Next in importance are facilities. These have a direct effect on the time it takes to carry out a refurbishment. The location of facilities within the refurbishment site could make a huge difference. Having transport links across the local area needed for staff to transfer between the refurbishment site and the hotel can be a help, but simply needing to be in close proximity to the refurbishing facilities can impede the completion of a refurbishment. Refurbishments could resort to using the existing hotel technology to the maximum. It will not be uncommon for a refit to actually mean that the hotel rooms are being used for other hotels rooms. For example, if a hotel offers rooms, as the name suggests, for use by tourists on their annual or other major holidays, it may not be feasible to implement a guest reservations system in a new building, due to the difference in time zone and the extra cost of a holiday booking operator. During expensive job involved in larger properties, such as 5 star hotels in major resorts, it often becomes obvious that all the available space has to be used. sauna, cleaning unit, baskets, eateries, etc all will be inaccessible, near impossible or outside the scope of the refurbishment plan. An important point to consider is how the space benefits are impacted on the services offered, for example food services. If all the catering needs are to be operated on-site, or the laundry and changing of sheets are to be carried out in house, this is a bonus area for the hotel. During a hotel refurbishment, with an expanding property, one "must" is for the food services to be more accessible for the hotel guests. If the noise, traffic, and smells are not completely removed, it can affect on the overall hotel experience. The hospitality sector can benefit large corporations and franchises by offering high value services that attract diners into the property. The value chain begins and ends at the front of the house, and this is where the hotel operations managers and professionals of the hotel go to the trouble of going over their processes to make it as easy as possible. It's hard to achieve this with larger properties. The addition of other services can be achieved, for examplealthoughwaresellers of the hotel(effortless the services of Inventory Control), can add value in the form of free distribution of fliers around the area and local retailers such as wineries, can bring in new customers that may have seen the offer and turned it down for another property. The site uses cookies. They allow us to recognize you and get information about your user experience.By continuing to browse the site, I agree to the use of cookies by the site owner in accordance with Cookie policy