In our asset management services, Roundhill Hospitality provides a comprehensive on–going review of property, portfolio and corporate operations.

At the outset of such engagements, the firm develops a thorough understanding of the scope of operations through a review and evaluation of business and marketing plans, organization charts, operating manuals and financial reports. Interviews are conducted with key department heads at both the corporate and property level to gain a thorough understanding of the business model, how it functions and the key issues being faced both from a short and long term perspective.

Each engagement is customized for the particular goals and objectives of the client. For illustrative purposes, the scope of a typical property–level operational review might include: a review and evaluation of business strategy and organization, people, process and technology, financial performance and benchmarking, the marketing plan and operating budget, key performance indicators, staffing guidelines and productivity measures, the use of technology and the capital plan. The review might go on to produce facilities recommendations, a business plan and financial and economic modeling and forecasting. Asset management engagements might range from specific projects to on–going monthly or quarterly reviews.

As part of our Asset Management practice, Roundhill Hospitality is very focused on cost controls and operational efficiency. We find that hospitality businesses need to find new and innovative ways to trim costs without jeopardizing long–term asset values (both physical and intangible). In an era in which cost cutting and productivity are in sharp focus, the issue of how to deliver corporate support and services to the field is also on many corporate agendas. With large corporate infrastructures, many companies are reassessing how they might reorganize to better serve the needs of the field. They're also reassessing labor productivity standards to design models for better scheduling and optimum utilization of human resources.

Some of the issues Roundhill Hospitality addresses in this area include: how to get costs under control? is the organizational model the right one in light of the business strategy? what should be the role of outsourcing in the business? which business models in the hospitality sector appear to produce the best results and why? is there adequate investment in the organization? how should the business model be revised to grow internationally, if at all? what is the role of the corporate center relative to the field? how do the costs compare to the company's peer group and to successful hospitality businesses elsewhere?

For more information about Roundhill Hospitality's Asset Management Practice, please contact us.