Determining the feasibility of hotel market repositioning

Article Abstract:

Hotels that are performing poorly in the market often try repositioning to survive. This is finding a way of turning a hotel into a competitive property, thereby enhancing the investors' financial rewards. Overbuilding in the 1980s resulted in oversupply in many market areas. Other recent influences include different life styles, the physical deterioration of hotels built in the 1950s and '60s and the influence of market segmentation. Benefits versus cost should be the major consideration when deciding whether to reposition.

Marketing, Market segmentation, Hotel and motel management

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Comparing the costs of major hotel franchises

Article Abstract:

Affiliation with a franchise offers a hotel benefits in image, marketing and referral business. An initial fee is paid when the hotel joins the franchise. Continuing franchise fees include royalty fees, advertising fees, reservation fees and training fees. The continuing fees can be calculated by a variety of methods, including a percentage of room revenue or a fixed amount per available room. The desirability of the fee structures varies for each individual property.

Patent owners and lessors, Management, Evaluation, Franchises

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The anatomy of a failure: a hotel

Article Abstract:

Hotel development and financing has been particularly vulnerable in this time of overall economic difficulties. A case study of the development, construction and subsequent failure of a hotel project in the Southeast is presented. Market demand for hotel rooms was high at the time the hotel was first planned and investors and developers expected it to last. Real estate investment, especially in the lodging industry, requires a long-term outlook.

Subdividers and developers, not elsewhere classified, Residential construction, not elsewhere classified, Case studies, Real estate development

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