Today, we have not even reached the various forms of leases, licensing agreements, potential debts, termination rights for both parties, etc. If you are serious about the leasing option, you should “exercise caution” and seek professional advice. When considering investments in a hotel or gastronomic property, it is imperative to analyze solid and detailed forecasts of the company`s future cash flow forecasts. The international tourism consultant ASPI AG – Auer, Springer – Partner International (www.aspi.ag) recommends analyzing different scenarios for each hotel based on development forecasts for the respective hotel market. Forecasts of a realistic future rental rate are essential to determine the value of the hotel building at the end of the operator`s contract term. It is also necessary to assess cash flows in light of potential risks associated with the operating contract, to ensure that, even in the worst case, the investment more than adequately meets hotel investment criteria such as internal return (IRR) or return on investment. Talk to the world`s leading tourism advisors Auer, Springer and Partner (www.aspi.ag) or your hotel broker at ASP Hotel Brokers (www.aspimmo.com) for professional, neutral and competent advice when selecting and creating a rental, management or hybrid contract for your hotel or gourmet property. The remuneration of hotel owners corresponds to a risk premium for the operation of the hotel and often corresponds to 6 to 12% of the total turnover of the hotel. The balance is available to the tenant to pay rental interest to the hotel/hotel investor. While some people argue that hotels should contain R and B because they can theoretically be profitable, I think the purpose of profit should be secondary.
I think the main task of a R and B is to increase the potential revenues of a hotel room service, especially in the case of convention and resort real estate. The management provider (hotelier, hotel owner) only receives the agreed operator premium if the hotel obtains a specific operating result. In the event of temporary economic difficulties, this premium may be deferred to a more successful period. If profits are not revised upwards within a defined time frame, the management provider (hotel investor, hotel owner) reserves the right to terminate the contract prematurely. On two different occasions, we saw kitchen staff calling near the entrance to the hotel car park. They wore dirty kitchen uniforms, they were loud and apparently on long screams – apparently they had stuck there because they had drinks and they sat down. This should not be allowed. Short calls (no more than three minutes) may be allowed as long as they are discreet and the staff is well looking good – which was not the case in this case. Proposed Solutions In my opinion, the tenant does not have as much revenue potential as the landlord, simply because the tenant does not have the opportunity to draw the full potential of the hotel`s marketing staff.