https://www.htr.ch/story/hotellerie/moxy-und-stay-kooook-in-bern-auf-kurs-24677.html
5) Based on the case study discussion in class, for the Moxy & Stay KooooK Bern, Switzerland, which is operated by SV Hotels, provide a diagram, with explanation, of the land ownership, lessor, lessee, relationships to the Moxy & Stay KooooK, brand company, also explaining the differences between the two concepts and properties (10 points)
6) An investor has a limited real estate background, having never owned any hotels. The investor wants to invest in hotels, however, is looking for a stable fixed return on the total investment cost and does not want to manage the hotel.
Does this investor/owner want high, medium, or low risk? (1 point)
- (see question 6) Which type of business model best suits the investor/owner? (1 points)
- (see question 6) Which brand / company would you choose to manage the hotel with this business model; and why did you select this company? (1 point)
- (see question 6) In which country is this hotel likely to be located? (1 point)
- (see question 6) Describe the role of the Hotel Asset Manager in this situation? (high or low involvement) (1 point)
Section 2 – Brands & Concepts & Development Process
(11 questions, 55 points)
- Of the 26 brands discussed during class, select 3, one luxury, one upper upscale and one upper midscale (based on STR chain scales). Explain 2 benefits of each of the brands to an owner and also the corresponding business model(s). (9 points in total, 3 bullets per chain scale)
X
X
X
X
X
X
X
X
X - There are many pros and cons of a brand for an owner. Provide 5 pros and 5 cons for an owner. (10 bullets, 10 points)
X
X
X
X
X
X
X
X
X
X - Based on selecting one of the following six major sub-categories of real estate hospitality, 1) Branded residences, 2) Hostels/student hotels, 3) Serviced apartments, 4) Senior / assisted living, 5) Co-living, 6) Co-working; provide the following: a) an overview of the major trends / investment / geography, b) an example concept of a leading / successful player, c) the USP’s of the concept (9 points, 3 bullets for each part)
X
X
X
X
X
X
X
X
X - There are 8 steps to the entire development process, list all 8 steps in the correct order along with timeframes. (12 points)
X
X
X
X
X
X
X
X
Timeframes:
X
X
X
X - You are the Hotel Asset Manager for the owner of an unbranded 150-room hotel on the Greek Island of Mykonos. The owner is thinking about converting the hotel into an Edition hotel. The hotel has a nearby beach, two swimming pools, four restaurants, two bars, one spa, retail shops and a marina. Answer the following points:
What is the STR hotel definition? (1 point)
X - What are the STR chain scale segments, with and without Edition? (1 point)
X
X - What are the typical business models for such a hotel, with and without Edition and why? (2 points)
X
X - What are three pros/cons of Edition for this owner? (6 points)
X
X
X
X
X
X - Name two other brands of the same chain scale that might be better fits than Edition and explain why? (2 points)
X
X - Which of the 4 options (stay independent or take one of the 3 brands) would you recommend and why? (2 points)
X
X - What is the role of the Hotel Asset Manager in this situation? (1 point)
X
Section 3 – Concept & Space Planning Based on the presentation file
The following questions are based on the concept you created in your group assignment
(3 questions, 10 points)
- Describe the top 3 Unique Success Factors of the concept you created in your group assignment (3 bullets, 3 points).
X
X
X - How did your concept development process improve your high-level business plan – i.e.: explain three specific changes to your high-level business plan as a consequence of developing your concept in detail (3 bullets, 3 points)
X
X
X - What would be the overall recommendation, based on an owner’s decision making criteria, you would make to the owner for your concept – go/no go and why? (4 points)
X
X
X
X
