Hotel Business Template (EMAAR)

• Executive Summary - Mission & Vision
• Mission Statement
• Brand Positioning Statement
• Hotel Business Positioning Statement

  What will turn your hotel around?  Clearly define the item(s) or condition(s) in your hotel or market that are your hotel’s major business challenge(s). Overcoming this/these business challenges will assist the hotel in achieving significant improvement in sales and market share growth.  All strategies will tie back to overcoming your business challenge.

• Key Assumptions
• Country & Regional Assumptions

  Information about the Country conditions that the hotel is anticipated to be operating within.  Include items such as:

  • Political Issues
  • Economic outlook: - GDP, GNP and currency exchange impact
  • Inflation

• Trading Assumtions
• Property Overview

  Property Overview – a brief description of the property including it’s current positioning in the market

• Market, National, Regional and International Trends

  Market, National, Regional and International trends with a “big picture” assessment of each trend.  In each instance, include a brief statement describing the trend and the assumed impact on your hotel.

  • Market – trends in the local market, such as:
    • Growth/decline of market (specific industries)
    • New hotels, re-flagging of hotels, etc.

• Rooms Assumption

  Rooms Assumption - it includes the following:

  • Market Share Data
  • New Target Accounts
  • Source Market

• Food & Beverage

  Food & Beverage – a brief description of the strategy of Food promotion or other activity in outlet

• Minor Operating Dep't

  A brief description of the Revenue and Cost assumption

• Payroll Assumption
• Energy / Utility Assumption
• Market Assumptions

  Information about the market conditions that the hotel is anticipated to be operating within.  Include items such as:

  • Tourism industry overview
  • National –outlook of the travel & lodging Industries
  • Regional - inferences on tourism, an overview of the anticipated impact from feeder cities, changes in industry/economic stability within the region, etc
  • Competition – list the hotels in your competitive set
  • Changes in Supply –
    • List all new competitors in your market
    • List any hotels that open in Plan Year or planning to change the Brand.
    • List any hotels whose room count changed in Curr. Year or will change in Plan Year
    • Include your hotel’s information in the market total

• SWOT Aanalysis

  Include specific information (only up to 4 bullet points) about how your hotel is positioned against the competition hotel.

• Current Year Overview - Summary Profit & Loss
  • Current Year  Actual + Forecast: Jan to July Actual Numbers and Aug to Sep Forecast Numbers
  • Direct Payroll: It Includes Rooms, F&B, MOD department payroll cost and operating dep’t cost.
  • Other Cost: It Includes MOD cost (Spa, Laundry and Business Centre Cost).
  • G&A Expenses: It Includes Executive, Finance, Purchase, Human Resources, Quality, Security , Training and legal.
  • Sales & Marketing Expenses: It excludes the “Sales & Marketing Fees”.
  • Other Fixed Cost: It Includes “Rent, Taxes and Insurance”, “Facility Management Charges”, Community Levy Charges” and Other Owner Expenses.

• Hotel Rooms: Segment Analysis Plan vs Current Year
• Published (Rack and Bar)

  Critique of strategy and performance Comments:

  • Assess the results of your strategies for this segment year-to-date, describe what your strategy will be for this segment for next year.
  • Top three guardrails that support the delivery of the budgeted revenue through defined strategy

  Rooms  Nights = Occupied Room Nights

• Corporate

  Critique of strategy and performance Comments:

  • Assess the results of your strategies for this segment year-to-date, describe what your strategy will be for this segment for next year.
  • Top three guardrails that support the delivery of the budgeted revenue through defined strategy

  Rooms  Nights = Occupied Room Nights

• Wholesale

  Critique of strategy and performance Comments:

  • Assess the results of your strategies for this segment year-to-date, describe what your strategy will be for this segment for next year.
  • Top three guardrails that support the delivery of the budgeted revenue through defined strategy

  Rooms  Nights = Occupied Room Nights

• E-Commerce
• Website

  Critique of strategy and performance Comments:

  • Assess the results of your strategies for this segment year-to-date, describe what your strategy will be for this segment for next year.
  • Top three guardrails that support the delivery of the budgeted revenue through defined strategy

  Rooms  Nights = Occupied Room Nights

• 3'rd Party

  Critique of strategy and performance Comments:

  • Assess the results of your strategies for this segment year-to-date, describe what your strategy will be for this segment for next year.
  • Top three guardrails that support the delivery of the budgeted revenue through defined strategy

  Rooms  Nights = Occupied Room Nights

• Group

  Critique of strategy and performance Comments:

  • Assess the results of your strategies for this segment year-to-date, describe what your strategy will be for this segment for next year.
  • Top three guardrails that support the delivery of the budgeted revenue through defined strategy

  Rooms  Nights= Occupied Room Nights

• Rooms: Segment Overview & Full Year Strategy

  Revenue contribution by segment - upload an image (Excel chart).

  To upload a Excel chart, do following:

  1. copy the chart on Excel;
  2. paste it to a Word document, then save as Picture (jpg or png);
  3. upload the image at "Images" section here.
      

• Residences: Segment Analysis Plan vs Current Year
• Published (Rack and Bar)

  Critique of strategy and performance Comments:

  • Assess the results of your strategies for this segment year-to-date, describe what your strategy will be for this segment for next year.
  • Top three guardrails that support the delivery of the budgeted revenue through defined strategy

  Rooms  Nights = Occupied Room Nights

• Corporate

  Critique of strategy and performance Comments:

  • Assess the results of your strategies for this segment year-to-date, describe what your strategy will be for this segment for next year.
  • Top three guardrails that support the delivery of the budgeted revenue through defined strategy

  Rooms  Nights = Occupied Room Nights

• Wholesale

  Critique of strategy and performance Comments:

  • Assess the results of your strategies for this segment year-to-date, describe what your strategy will be for this segment for next year.
  • Top three guardrails that support the delivery of the budgeted revenue through defined strategy

  Rooms  Nights = Occupied Room Nights

• E-Commerce
• Website

  Critique of strategy and performance Comments:

  • Assess the results of your strategies for this segment year-to-date, describe what your strategy will be for this segment for next year.
  • Top three guardrails that support the delivery of the budgeted revenue through defined strategy

• 3'rd Party

  Critique of strategy and performance Comments:

  • Assess the results of your strategies for this segment year-to-date, describe what your strategy will be for this segment for next year.
  • Top three guardrails that support the delivery of the budgeted revenue through defined strategy

  Rooms  Nights = Occupied Room Nights

• Group

  Critique of strategy and performance Comments:

  • Assess the results of your strategies for this segment year-to-date, describe what your strategy will be for this segment for next year.
  • Top three guardrails that support the delivery of the budgeted revenue through defined strategy

  Rooms  Nights = Occupied Room Nights

• Trade Show Calendar

  Include the details surrounding all the trade shows for the Business Plan Year.

  Other Details: If you want to put any details related to Particular Trade Show (eg. Total Revenue generates from Particular Trade show)

• Food and Beverage Sales Overview
• Restaurant 1

  Enter data in the cells below for all outlets applicable to your property (include both room service and minibar, separately). Descriptions should be brief and precise.

• Restaurant 2

  Enter data in the cells below for all outlets applicable to your property (include both room service and minibar, separately). Descriptions should be brief and precise.

• Restaurant 3

  Enter data in the cells below for all outlets applicable to your property (include both room service and minibar, separately). Descriptions should be brief and precise.

• Restaurant 4

  Enter data in the cells below for all outlets applicable to your property (include both room service and minibar, separately). Descriptions should be brief and precise.

• Restaurant 5

  Enter data in the cells below for all outlets applicable to your property (include both room service and minibar, separately). Descriptions should be brief and precise.

• Restaurant 6

  Enter data in the cells below for all outlets applicable to your property (include both room service and minibar, separately). Descriptions should be brief and precise.

• Lounge 1

  Enter data in the cells below for all outlets applicable to your property (include both room service and minibar, separately). Descriptions should be brief and precise.

• Lounge 2

  Enter data in the cells below for all outlets applicable to your property (include both room service and minibar, separately). Descriptions should be brief and precise.

• Lifestyle and Events
• Consolidated

  Critique of strategy and performance Comments:

  • Assess the results of your strategies for this segment year-to-date, describe what your strategy will be for this segment for next year.
  • Top three guardrails that support the delivery of the budgeted revenue through defined strategy.

• Corporate Segment
• Government / Association Segment

  Critique of strategy and performance Comments:

  • Assess the results of your strategies for this segment year-to-date, describe what your strategy will be for this segment for next year.
  • Top three guardrails that support the delivery of the budgeted revenue through defined strategy.

• Group Segment

  Critique of strategy and performance Comments:

  • Assess the results of your strategies for this segment year-to-date, describe what your strategy will be for this segment for next year.
  • Top three guardrails that support the delivery of the budgeted revenue through defined strategy.

• Social / Weddings Segment

  Critique of strategy and performance Comments:

  • Assess the results of your strategies for this segment year-to-date, describe what your strategy will be for this segment for next year.
  • Top three guardrails that support the delivery of the budgeted revenue through defined strategy.

• Outside Catering Segment

  Critique of strategy and performance Comments:

  • Assess the results of your strategies for this segment year-to-date, describe what your strategy will be for this segment for next year.
  • Top three guardrails that support the delivery of the budgeted revenue through defined strategy.

• Food & Beverage Cost of Sales Bridge
• Food & Beverage Overview - Summary Profit & Loss
• MOD Sales Overview
• Telephone
• Laundry
• Business Center
• Fitness Center
• Transport
• SPA - Profit and Loss Summary
• Rent & Other Income
• Leasing Overview
• Rent
• Plan Year Payroll & Benefits Bridge to Curr. Year
• Plan Year Energy Bridge to Curr. Year

  Understand bridge of costs between current and next year.

  The purpose of the Bridge is to understand and review the increased cost based on Price or volume in terms of Increased Occupancy and Revenue

• Plan Year Sales and Marketing Bridge to Curr. Year
• Plan Year Admin and General Bridge to Curr. Year
• Plan Year Overview - Summary Profit & Loss
  • Current Year Actual + Forecast: Jan to July Actual Numbers and Aug to Sep Forecast Numbers
  • Direct Payroll: It Includes Rooms, F&B, MOD department payroll  & Apartment payroll cost
  • Other Cost: It Includes MOD cost ( Spa, Laundry and Business Centre Cost) .
  • Direct Expenses: Direct Expenses related to Operating Department
  • G&A Expenses: It Includes Executive, Finance, Purchase, Human Resources, Quality, Security,  Training and legal
  • Sales & Marketing Expenses – It excludes the “Sales & Marketing Fees”
  • Other Fixed Cost: It Includes “Rent, Taxes”

• Risks & Opportunities

  Level - indicated the level of the RISK and OPPORTUNITIES

  • High ( marked in Red)
  • Medium( marked in Yellow)
  • Low ( marked in Green)

  Use "Text Color" tool from the editor's toolbar (the one with "A")