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“The most important thing in our business is the quality of the real estate, the location of the real estate, and the hospitality factor ... Everything around it is noise, and owners can adjust.” – Shai Zelering, MD, Real Estate, Hospitality, Brookfield Property Partners
Report OverviewBrands are consolidating, consumer preferences are changing, disruptors are impacting the distribution landscape, and technology is evolving. Hotel owners face an increasingly complex environment in which they must choose the single, best operating model and brand strategy for a given property. Easier said than done. In this report, we examine implications for hotel owners of the major brands increasingly shifting to asset light; the growth potential for non-branded operators and soft brands; how independents can succeed when catering to experiential-minded consumers with a focus on technology and data; and key items to think about when choosing a brand. What we found through our analyses and interviews with owners, operators, managers, franchisors and other industry experts is that there may not be one best way to own a hotel. There is no “one size fits all” operating model, and decisions must be made on a property-by-property basis. Nevertheless, hotel owners can’t be idle, and should continue to be innovative, adaptable, thoughtful. They should also be willing to push back on their managers and franchisors to produce the best results. At the end of the day, the objectives remain the same: Acquire or develop strong real estate, ensure the property is run as effectively and efficiently as possible, choose the right partners, and never lose sight of that hospitality factor. This is a people business after all.
What You'll Learn From This Report
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