financials

We’ll need to take a new and re-energized look at our hotel operation, how we’re set up, our customers, segmentation, and do we know (our customers’) needs?

We don’t know what a second wave will look like, and we of course hope there isn’t one, but being prepared now will hopefully alleviate some of the trouble later

U.S. hoteliers got their first taste of the impact of COVID-19 on hotel profit and loss in March, and the bad taste in their mouths is likely to linger for a while

Asia Pacific continues to serve as the baseline for global hotel data performance comparison. March data indicates that the virus’ impact on hotels performance is not subsiding; in fact, it’s intensifying

Hoteliers will be hard pressed to generate a modicum of revenue throughout the rest of the year and likely will have to wait until there is a vaccine to see profit normalize

Occupancy levels are forecast to bottom out at 23.3 percent during Q2 of 2020. Reviewing operating statements, it is virtually impossible for a hotel to generate a gross operating profit

In this environment, a central concern for hotel investors and operators is expense elasticity, representing the extent to which expenses can be reduced in proportion to revenue

A hotel re-opening will likely be gradual, done by risk assessment, and probably include many restrictions. Knowing that, we should not just sit home and wait, we can prepare so we are ready

Though flow-through and flex are not top of mind for hoteliers during these times, when the world begins to right itself, measuring how much revenue is converted to profit will be of key importance

Even though the hotel industry seems to be heading for a standstill right now, there are some strategies that can help you optimally minimize the commercial impact of the coronavirus crisis