Vendōme Hotel Asset Management

BENEFIT OF EXTENSIVE BACKGROUND IN HOTELS, RESORTS, CONFERENCE CENTERS, SPA MANAGEMENT.

Reach your Asset's full potential
with ​a ​modern and pragmatic approach to hotel asset management.

Vendōme Hospitality Asset Management Team has worked for the owners of the most important hotel groups worldwide.

Part of our commitment to quality, we are constantly updating our knowledge with the latest asset management techniques in order to keep a realistic and objective view of the current challenges of the international tourism market.

With more than 30 years of professional background in luxury hotels and conference centres’ financial management, we represent hotel owners’ interest by offering them proficient range of à la carte Hotel Asset Management services.

A desk with a lined notebook displaying a line graph titled 'Not Sucking' on the y-axis and 'The Past' to 'The Future' on the x-axis, along with a black pen and a gold pen, a metal ruler, some scattered white paper, a closed black and yellow book, and a tablet.

  • Reviewing the the current performance of the hotel in comparison with the budget and with the previous years. Supervise the budget approval process. Monitor forecasting, balance sheet and Business on the Books. Ensure realistic balance between day-to-day operations and strategic long term investment.

  • Establish rules on CapEx processes and projects approval (e.g. obtain multiple bids). Ensure the right balance between R&M versus CapEx. Monitor budgeting accuracy for CapEx and long term planning. Provide ROI analysis. Guarantee full transparency for the owner.

  • Unlock access to multi-dimensional internal and benchmark data.

    Control over rate setting and internet marketing/distribution/social media.

    Strategic planning, tight supervision of sales and marketing, analysis of market trends, market positioning.

    Secure full control of the PACE, forecasting and budgeting, room type utilization, flow-through by segment, complimentary room nigh report, geo-stats…

    Control of channel submission, and reservation cost per channel and other hidden costs.

    Keep track of the hotel’s sales and marketing targets and supervise the activities.

  • Confirm that the owner’s interest has a direct influence on property level operating decisions.

    Supervise the effectiveness of attracting revenues and cost control.

    Ensure that the on-going projects are moving along at the property level.

    Review of external and internal client and staff satisfaction surveys.

    Evaluate key personnel and request hotel corporate support when necessary (e.g. replacing staff, training, Sales &Marketing initiatives…).

    Monitor stock level.

    Certify that the asset is well looked after.

  • Optimization of hotel owner’s investment strategies, high and best use.

    Annual comparison with the initial investment goals.

    Modeling discounted cash flow analysis, valuations and hold/sale analyses.

    Value alternative strategies, such as additional investments or expansion.

  • Continuous performance supervision and contractual compliance.

    Establish communication channels between all stakeholders (e.g. owner, operator, executive team, employees, communities).

    Transparency: good news or bad news, the owner needs to be informed.

  • Review all major contracts (e.g. retail, consultant bid).

    Advise on all third-party contracts on behalf of the owner.

    Protect all owner interests, safeguarding third-party consultants and advisers in terms of property issues

  • Benchmark study in relation to comparable properties.

  • Warrant more brand transparency to balance owner versus operator interests.

    Advise on the initial selection and the appointment of the management company or franchise.

    Verify the conformity of the hotel management contract.

    When necessary, support owner with termination of hotel management agreement.

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