Developing Hospitality Properties and Facilities

In light of the tumultuous global changes which have dramatically affected the hospitality business, the third edition of Developing Hospitality Properties and Facilities provides insight into the reality of developing hospitality properties in challenging international contexts. Since its successful first publication in 2000 and subsequent second edition in 2004, Developing Hospitality Properties and Facilities has sought to model and demystify the process of designing, planning, constructing and sustaining hospitality properties. The third edition boasts an impressive array of academic and professional contributors from Europe, North America, South America, Asia, Africa and the Middle East and 12 case studies and issues concerning individual hotels and international regions and addressing issues of technology, revenue management and fee structures. This edition recognizes that in order for the hospitality sector to overcome periodic problems such as global pandemics, it is important to inform academic and professional readers so that they can ensure that future developments are sustainable, environmentally friendly and resilient in the longer term. Written for hospitality owners, developers, investors and managers and suitable for students, this book aims to bridge the gap between generic and applied texts using a model-based approach to clarify the process in an informed, non-technical way.

Josef Ransley has worked on the design and development of hotels and leisure projects internationally since the mid-1970s, including a wide range of landmark projects for both major branded companies and independent investors and operators. These include the initial Express and Staybridge by Holiday Inn products in Europe, and the SI-Centrum, Stuttgart, one of Europe's largest multi-use hospitality complexes. Since 2004, he has worked with a number of companies on various aspects of their development programmes including new brand development, investment strategy, group acquisitions, refurbishment and extensions as well as a range of added value projects. Josef was a Visiting Professor at the University of Surrey and ESSEC/Cornell IMHI MBA programme, having taught the Hotel Development and Construction course at ESSEC Business School, Paris, for 15 years. He has written or contributed to a number of books and articles and is a fellow of the Royal Society of Arts. Hadyn Ingram started his working life in his father's West London pub before studying hotel management at college and managing hotels in London and Yorkshire. He returned to the family pub, restaurant and function rooms in 1977 and completed an MSc at Oxford Brookes in 1990. His academic career began as a Senior Lecturer in Hospitality Operations at Bournemouth University, and he subsequently worked as a Lecturer at the School of Management Studies at the University of Surrey. Hadyn completed an IMCA DPhil in 1997 and a University of Surrey MPhil in 1998, and was appointed Whitbread Professor of Hospitality Management in 2000. He practised what he preached by buying a hotel in Salisbury and later converting it to serviced apartments. He has written more than 100 books and articles on operations, development and strategic management for the hospitality industry as well as teamworking and virtual learning. Debra Adams is the founder of arena4finance, a training provider focused on developing and delivering one-day, online and more extensive courses in hospitality finance for both finance professionals and operational heads of department in hotels, restaurants and leisure facilities. Debra is a chartered accountant, and her career has included experience in finance roles as well as a number of years working in higher education. She has delivered courses to numerous organizations and leading hotel schools in the sector such as Ecole hôtelière Lausanne and Glion Institute in the United Kingdom and Switzerland. Debra is the author of the book Strategic Management Accounting for the Hospitality, Tourism and Leisure Industries with a third edition in progress. Debra was recently appointed as a member of the Supervisory Board at the Institute of Hospitality and is a founding Trustee of the charity Eye Nepal, raising funds for early years education in Nepal.

Part 1: Concept. 1. Concepts. 2. Feasibility. 3. Design. Part 2: Planning. 4. Development Strategy and Brand Management. 5. Project Finance and Capital Investment. 6. Legal Agreements for Hotel Operations. Part 3: Construction. 7. The Design Team. 8. Building Costs. 9. Managing Construction. Part 4: Operations. 10. Operational Planning and Relationships. 11. Planning Accomodation. 12. Service Provision. Part 5: Asset Management. 13. Hotel Asset Management. 14. Product Maintenance and Development. 15. Hotel Valuation Methodologies. Part 6: Sustainability. 16. Sustainable Development, Responsible Tourism and Hospitality. 17. ESG in Hotels. 18. Resilient Tourism. Conclusions. Notes for CSI Introduction. Case Studies and Issues (CSI). CSI 1. Tensions between brand standards and building constraints in York, UK. CSI 2. Value-added opportunities can arise from refurbishment: Oxford Belfry Hotel. CSI 3. Escape to the country: Manoir de Surville, Normandy, France. CSI 4. The perils of foreign investment: Budapest, Hungary. CSI 5. Mixed-use development: Cidade Matarazzo, São Paolo, South America. CSI 6. Management companies breaking into new markets: Radisson Blu hotel, Casablanca city centre, Morocco. CSI 7. Feasibility studies in undeveloped markets: Iran. CSI 8. The hospitality development market: Middle East. CSI 9. Reconciling public and private investment in a luxury hotel development in Memphis, TN, USA. CSI 10. An alternative to the standard hotel management fees structures. CSI 11. Technology in Hotels. CSI 12. Total revenue management for hospitality in the digital age.