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| Condition at Takeover |
- Property losing money
- Hotel taken over by lender, then sold to current owner
- Current owner hired Marshall Hotels & Resorts, Inc.
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| Strategy for Turnaround |
- Rate structure lowered
- Offered guests the best price/value in area
- Captured two airline contracts, thus increased occupancy
- Targeted corporate market thru direct mail, utilizing Priority Club members
- Reduced number of salaried employees and reorganized the work force
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| Successful Highlights |
- Net profit exceeds ownership's expectations
- Hotel market leader, achieves over 100% in yield and penetration indexes
- Increased room sales, total sales, GOP and REVPAR
- 2002 sales for this airport hotel were dramatically impacted by the September 11 terrorist attacks
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| Statistics |
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| Development |
- Hotel designed, developed and furnished with the assistance of Marshall Hotels & Resorts, Inc.
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| Strategy for Success |
- Knowledge of local market
- To gain a competitive market advantage, a large recreational area was designed including an indoor pool, hot tub, game room, exercise room and guest laundry
- Positioned hotel as the number one in town with regards to pricing, services and amenities package
- Performed pre-marketing and sales efforts to garner high volume accounts
- Promoted swim parties to introduce local residents to the hotel
- Provided upscale landscaping to create outstanding curb appeal
- Kept room rates consistent for all market segments
- Since opening day, have provided consistent professionalism, service, continued maintenance and an upscale continental breakfast
- On a weekly basis have provided guests with beer, wine and snack party
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| Successful Highlights |
- Considered the premier hotel in the community
- Have achieved well over 100% in yield and penetration indexes
- Annually, have increased occupancy, revenue ADR and REVPAR
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| Statistics |
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| Development |
- Hotel designed, developed and furnished with assistance of Marshall Hotels & Resorts, Inc.
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| Strategy for Success |
- Heavy use of internet in pre-marketing
- General manager and assistant general manager on site six months prior to opening
- Phone lines put in place six months prior to opening for sales calls
- Created and printed brochure and rate cards to mail to prospective guests who requested information from the Convention and Visitors Bureau
- Differentiated from competition and garnered competitive edge with superior amenity package and with services offered
- Hotel opened late in season with numerous mechanical challenges; decision made not to gouge guests in order to re-coup lost revenue, but to build good will for next season
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| Successful Highlights |
- Hotel well-perceived by guests
- Room sales, total sales, REVPAR and GOP continue to increase
- Sales increase while total expenses remain constant
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