First Call Hospitality assumed management of a 189-room full-service hotel located in a top 25 market. The hotel had recently rebranded when the hotel traded, and initial revenues and profits were not as expected. To improve ROI, Ownership decided to transition away from the existing management and hire First Call Hospitality.
During transition, FCH deployed a support team including Human Resources, Operations, Sales and Marketing, and Accounting to meet with hotel staff and leadership to create successful processes for the associates. By analyzing the business intelligence and market conditions the team was able to identify areas of improvement to reach profitability goals. The team also worked to engage associates and offer tools for them to be more effective in their jobs all while controlling expenses.
A focused opportunity was to increase top-line revenues and therefore a deployment with a sales team dedicated to specific market segments was put into place by recognizing talent and promoting from within. By offering specific sales skills training, setting clear expectations and through ongoing support, sales productivity (revenues) increased.
The strategic changes put in place by FCH improved financial performance of the hotel and increased returns for investors.
Within Year One (1) of management, the hotel saw the following gains:
Year Two (2), despite an increase in Supply of 2.7% and General Management change, the hotel saw additional gains.
Year Three (3) the Company managed the hotel through the balance of the guest room remodel all the while maintaining an above average Overall Guest Satisfaction Score.
FCH continues to manage this hotel today achieving GOP and NOI expectations for a new ownership group who recognized the opportunity to own a legacy branded hotel. Guest satisfaction is above brand average even though a Property Improvement Plan is in process. Employee tenure at the hourly and managerial level is above industry averages.