Hotels, more than almost any business, market themselves to the individualized needs of their customers. There are few industries more attuned to the comprehensive customer experience. A store will sell a product and a restaurant will sell food, but a hotel is selling the ultimate customer experience.
Accordingly, most hotels focus on how to create the perfect getaway for guests. However, no matter how many things a hotel does well, there will inevitably be some unhappy customers. Even the most popular, acclaimed hotels have guests who feel wronged. While it may be tempting to write off an unhappy customer, it is rarely good for business. In fact, hotels can shine when customers are the most upset. The trick is knowing how to respond to an unhappy guest.
All hotels should have a plan to deal with complaints. This plan should be in writing and disseminated to the entire staff. Employees should be familiar with the process, which means that training is often beneficial. While this plan may vary for each hotel, consider the nine following steps to get started.
1. Stay calm. Most customers who complain are agitated. After all, many customers will not make a complaint unless they feel something is very wrong. If customers do not feel passionately about a given issue, they are likely to go about their business with no thought at all. When customers bring a problem to the attention of the staff, it is usually because they are emotionally invested in the issue.
In many ways, this can make things much more difficult. Emotions often lead people to act unreasonably, which can make such customers harder to manage. Moreover, when someone approaches an employee emotionally, they are more likely to elicit an emotional response. This response may be defensive, which will only exacerbate the conflict.
Therefore, before doing anything else, remember to stay calm. No matter how upset the customer is, do not get emotional in the response. Stay cool and collected. Remember that the initial response will have a huge impact on how well the issue is resolved. If a customer is greeted with defensiveness, it is likely to build hostility. A calm approach is more likely to diffuse the situation.
2. Listen. The next thing employees should do with an unhappy customer is nothing. Too many employees are prone to shutting down an upset guest. While this response is understandable, it is usually counterproductive. Think about it from the customer’s point of view. The customer is upset, and they feel entirely justified in their feelings. When they are told to stop talking, they are only going to feel as though the staff is not taking their feelings seriously, which is only going to make things worse.
Employees should remember that they are there to serve customers. Their goal should be to fix the problem, even if they do not agree that a problem exists. Hotels are experiential for guests, so it is critical to take their complaints seriously. Besides, the best way to get someone to calm down is to make them feel like you can already hear them. If employees listen to and validate customers, the customers are less likely to stay in a heightened emotional state, which usually leads to a faster resolution. Ultimately, if employees want to fix the problem, they have to hear it first.
3. Learn the facts. Listening to the customer is critical. However, it would be short-sighted to only take their word for it. For one thing, customers are often so emotional during these types of confrontations that they cannot always provide a clear picture of what actually happened. Moreover, there is a good chance that the customer does not know exactly what happened. This is why it is essential to take the elements of the customer’s complaint and learn the appropriate accompanying facts.
In some cases, this may be done by asking simple, calm questions. Many customers will provide more coherent details upon prompting. This goes better after the employee has listened to and validated the customer’s feelings.
However, sometimes it may be necessary to get additional information. In these cases, be sure to talk to other relevant parties regarding the issue. When the complaint involves a particular employee, be sure to talk to that employee. In other instances, it may be helpful to talk to other guests or support staff, depending on the issue at hand.
Mostly, it is important to create a clear and accurate picture of the issue in order to properly form a response.
4. Assess your position. Once you understand the issue, it is important to define your relationship to it. The fact is that each employee will have a different capability in terms of dealing with any specific problem. If the complaint is made to a manager, there may be a host of options. If the complaint is made to a member of housekeeping, there are usually markedly fewer possible solutions.
Therefore, before responding to the issue, be sure to know what you can and cannot do. You cannot form an appropriate response to any customer issue until you understand what your capabilities and limitations are.
5. Be active. No matter what your role in the issue may be, take an active approach in the response. The best way to assuage an upset customer is to make tangible efforts to address the issue. These efforts will vary depending on the employee’s position and the nature of the complaint, but every employee can do something active in response to a customer’s concern.
This may be making phone calls or talking to other staff members. It may involve looking up information or going with the customer to the site of the problem. In some cases, it may involve offering discounts or special rates. If the problem is beyond the purview of the employee in question, the best active approach is to personally take the customer to the employee who can help. Mostly, it is a question of perception. The customer needs to feel like the employee is doing something substantial to address the issue. This way, the customer is more likely to feel validated, which can only lead to a better outcome.
6. Enlist help. As previously mentioned, every employee will have different capabilities in addressing a given issue. If the employee does not have the authority to fully deal with the issue, they should personally take the customer to an employee who can. However, even employees who are well equipped to deal with a customer complaint should not be afraid to get additional assistance from other members of the staff.
To start, it is always a good idea to bring in a manager when a complaint is being voiced, especially if the customer is visibly upset. This not only assures the customer that the issue is being dealt with thoroughly, but it can also provide additional support in a stressful situation. Since these situations can escalate, it is useful to have other staff on hand to witness the event. This can help document the event in case of further complications.
However, be sure that additional staff are used to diffuse the confrontation, not aggravate it. Customers should not feel cornered or overwhelmed. If the conversation is persisting, it can be helpful to move it to a less visible location such as an office or a conference room. In these cases, having at least two employees present is a smart choice.
7. Follow up. Once the issue has been addressed and the customer has left, many hotels may prefer to leave the confrontation there. However, hotels should be interested in building loyalty with customers, even those who may be unhappy. The best way to do this following a complaint is to maintain contact with the customer. Whether it is a phone call, meeting or email, hotels should provide a personal follow-up with a customer after a confrontation. This follow-up should express regret that there was an issue and reassurance that the customer is valued. If relevant, this might be a good place to include special deals or bargains to encourage another visit.
8. Review issue. Many hotels will take a customer seriously in order to make them happy. However, smart hotels will not only assuage the customer’s feelings but will seriously consider the nature of their complaint. It is easy to assume that every irate customer is acting irrationally. However, upon closer examination, it may be possible to see some truth to the complaint. This is not to say that every complaint is valid, but every complaint can provide insight into the customer experience. Using complaints as an impetus for change can be a wonderful way to address weaknesses in the hotel’s operation, which can lead to fewer complaints and better customer retention.
Every complaint may be different, but hotels can successfully deal with such issues by being purposeful and prepared. These steps can help every hotel flourish under any circumstance.
- 10 Ways to Deal With Upset Customers Using Social Media (socialmediaexaminer.com)
- 7 Tips on How to Handle Angry Customers Without Losing Your Cool (velaro.com)
- Dealing with Angry Customers (businessweek.com)
To our Friends,
This Holiday Season is a time for reflection and gratitude for our health, our joys, our lives’ journeys and for all the fulfilling promises that await us.
We wish you and yours a Happy Thanksgiving 2013 and we thank you for your patronage!
The Team at HMG Hotels
In an industry that revolves around customer service and satisfaction, hoteliers must constantly be aware of the changing attitudes and behaviors of their customers. Management that focuses on the most important trends in the industry will better understand what their guests want. Hotels that meet and exceed the expectations of their guests are always in high demand.
As a whole, the hotel industry spends hundreds of millions of dollars doing research to identify the different trends that will have a major impact in the future. Everything from hotel occupancy and room rates to jobs and profits can be affected by making the right or wrong moves. The stakes are big.
A valuable report, published a few years back by Deloitte, identifies those trends that continue today and will become even more pronounced in the future. The report that is entitled “Hospitality 2015: Game changers or spectators,” covers five major points.
• Changing demographics
• Market segmentation
Changing Demographics Was Top Trends in 2014
According to the Deloitte Hospitality 2015 Report, by the year 2015, the Baby Boomer generation in the United States will control about 60 percent of the nation’s wealth and account for about 40 percent of all spending. Those individuals, who are between age 45 and 65, represent the most important demographic for the hotel industry.
Baby Boomers who were born shortly after World War II on up through the mid 1960’s, are either in their prime earning years or approaching retirement age. Statistically, they are more affluent than other age groups, have more free time, and enjoy using that free time to travel.
Hotels need to make sure that they pay particularly close attention to this core group of travelers. They need to offer the services and amenities that appeal to this group while, at the same time, not ignoring the wants and needs of all other travelers.
According to the 2010 US Census, the median age of the population was 37.2 years. Individuals are placed into different categories depending on the year in which they are born.
• Mature / World Way II Generation (40,267,984) – people born before 1946
• Baby Boomers (81,489,445) – people born between 1946 and 1965
• Generation X (61,032,705) – people born between 1966 and 1980
• Generation Y / Millenials (85,405,385) – people born between 1981 and 2000
While each generation is important to the hotel industry, the biggest impact in 2015 will be by the Baby Boomer generation. Baby Boomers meet the three components that are most desirable for hotels.
• A large target audience
• Money to be able to afford to travel
• Time and desire to travel
In terms of potential revenue production, the Mature World War II Generation only represents an incremental amount of additional business for hotels. Seniors tend to have tighter travel budgets, less desire to leave home and limitations on how often they can travel due to health conditions that may limit their mobility.
Generation X represents about twenty percent of the overall US population and typically consists of what is known as the middle-class. These are the families that are raising kids, perhaps saving to put a child through college. Both parents often work and they probably have a mortgage on their house and a car payment. While these families may take a summer vacation, they generally do not have the time or resources to travel extensively during the year.
Generation Y / Millenials are the young people. Many of them are still in college or just starting out in their careers. They may have other priorities like saving up to buy a house or car. While young people certainly have more of a sense of adventure and like to travel, other priorities tend to limit the amount of money they have to spend on vacations. Young people are more apt to visit family or friends and stay with them instead of booking a hotel room.
Of course, all of the above statements are generalizations to some extent. People of all ages like to travel and stay in hotels. Like any other business, hotels have to know their market. They can not be all things to everyone. It depends on where your hotel is located and what you have to offer. A fine restaurant would not locate in a rural country town and a hotel up in ski country would not target its advertising to the over-65 crowd.
Changing demographics and changing preferences of travelers will lead to further market segmentation in the coming years. Segmentation will influence innovation in product development, how properties and products are branded, sales strategies, and daily operations.
As Generation Y travelers get older, their travel habits will start to change. The same is true of Generation X, Baby Boomers, and Mature travelers. To attract more Mature travelers, hotels will have to offer this budget-conscious segment discounts, more value, and other enticements. Marketing to the Generation X and Generation Y crowd will mean using more social media and mobile applications. It will become increasingly more important to focus on both the leisure and business traveler.
According to a D.K. Shifflet and Associates report, 60 percent of domestic travel is for pleasure and 40 percent of domestic travel is for business. When leisure travelers book hotel rooms, 56 percent of the rooms are booked by adult couples. Of those adult couples, 38 percent are between ages 35-54 and 39 percent of hotel room bookings are for leisure travelers age 55 and older. From those statistics, you can infer that younger couples (under 35) account for only 23 percent of hotel rooms booked by couples.
The Report also noted that 67 percent of business travelers are male and of that 67 percent, 52 percent are between the ages of 32 and 54. While that is significant, hotels need to pay close attention to the female business traveler whose role in business is expanding Trends are likely to show that more women will be traveling for business in the near future.
The Baby Boomer segment is the most dynamic of all segments. They say that 50 is the new 40 and that 60 is the new 50. People are living longer than ever before and are healthier and want to enjoy their lives when they retire. Particularly appealing to this market segment are vacations that allow for learning and “off the beaten path” adventures.
Hotels can attract Baby Boomers with cooking classes, wine tasting tours, spa experiences and other things that are different from what they can get at home. Boomers who are in their 50’s and 60’s want to feel young and vibrant. While they may not be up for sky diving or repelling off of a mountain, scuba diving in the Florida Keys or hiking through Yellowstone National Park might be appealing to the older, but still active, generation.
Technology - Top tech hotel trends
Artificial intelligence technologies are already starting to be introduced into the hotel industry to help predict consumer preferences and habits. This advanced technology will be used in the food and beverage portion of the hotel industry to control costs and reduce waste. In house restaurants, free breakfast buffets, room service and even mini-bars in guest rooms, all have the potential to generate more revenue while also reducing expenses to provide such services.
Consumers and not hotels will continue to drive in-room technological advances. We have already seen such technology that allows guests to charge multiple electronic devices and check-out from their room, but that is only the beginning. As guests rely more and more on their smart phones, hotels must make it easier for guests to get what they want and need through simple apps.
Hotels will need to continue to invest in technology to help improve the guest experience, but, they must also make smart investments. With limited budgets, hotels can not afford to try every new technology. They must upgrade to technologies that have been proven to add to revenues and reduce costs. It may be great to give every guest a remote control that opens the windows and closes the shades in their room, but that may not be justified if it does not bring in more revenue than it costs.
No matter how much technology there is, a hotel can never replace the human touch. Robots may someday be able to do all of the housekeeping and kiosks may be able to provide all of the basic front desk services, but when guests come to a hotel, they still want human interaction.
It has been shown in study after study that long-term employees of hotels are a valuable asset. It takes time to become a seasoned hotel employee and understand how to provide the best guest services while also staying within the budgetary constraints of a hotel. You can not easily replace a ten-year employee with someone who has never worked in a hotel before.
Hotels will face the challenge of employee retention in the future. Hotel employees have historically been asked to work harder for less money than most other occupations. It is not unusual for the front desk clerk to also be the person that sets up the breakfast buffet, cleans the lobby, does the bookkeeping and also must greet every guest with a big smile. Housekeeping is often asked to clean three or four rooms per hour in an 8-hour day.
Compensation is and will become a major issue. Already there is talk of a national minimum wage of $15.00 per hour. Health care costs are another concern. If the hotel industry wants to attract and keep good employees, they will have to do a better job of taking care of their employees.
People are becoming ever-more conscientious about the environment and are showing a strong preference for supporting hotels and other businesses that are good corporate citizens. Sustainability is a trend that appeals to both the hotel guest and the management of a hotel. People are willing to cooperate and only have their sheets changed every two days or to participate in recycling programs. Hotel staff and management also want a cleaner and more sustainable environment.
On the business side, hotels can realize large cost savings by investing in energy-saving climate-control systems, using water more efficiently and building new properties that incorporate the sun and other natural elements to reduce energy usage.
Hotels will face regulatory challenges as they seek to reduce their carbon footprint. Transition to a more sustainable property will involve changes in attitudes and financial costs may make the change more difficult to achieve. Hotels that make the necessary investments will be better positioned for the future. Just like the automobile industry has been slow to adapt the infrastructure to support widespread use of electric vehicles, the hotel industry is not going to change course too quickly. The trend is toward greater sustainability, but it may take another decade or two to make a meaningful shift.
It is impossible to ignore the impact that international tourism will have on the hotel industry in America. In emerging markets like China and India, there is a growing middle-class that will come to America for both pleasure and business. Hotels will need to adapt to the cultures to welcome more international guests.
In China, GDP per capita is expected to double in 2015 from 2010 figures. In India, by the year 2020, it is forecast that there will be more than 50 million outbound travelers. Hotels located in major cities as well as around major attractions should be preparing for an influx of visitors from China, India and many other international origins.
• Partnerships between hotels and local businesses will continue to increase
• Hotels will re-evaluate their use of Online Travel Agencies (OTA’s)
• More money will be spent on Research and Development (R&D)
• Hotel guests will place greater value on Lifestyle brand hotels
• Hotels will rely on computer software to maximize efficiencies and profits
The hotel industry is doing well both domestically and around the world. Pricing will remain a function of the basic economic equation of supply and demand. With new hotel construction going strong both domestically and globally, that indicates that there is more demand and supply. In 2015, Baby Boomers will be the most significant demographic group for the hotel industry, but other groups will still be important. Hotels need to continue to provide more value and give each segment of the market what they want and need.
It could be the sunshine and it could be the beautiful beaches that attract millions of visitors to San Diego each and every year. People come to explore the Gaslamp Quarter and get a glimpse back in time in historic Old Town. Families bring their kids to go to Sea World and ride the roller coaster in Belmont Park. Whether you want to enjoy a gourmet meal, go whale watching or take in a football game, you can do it here in San Diego.
Even with all of the things to see and do in San Diego, hotels rarely have consistent year-round occupancy rates of more than 70 percent. That is not to say that they are doing bad, but rather, that there is opportunity to do better.
Hotels are always looking for additional revenue streams besides just selling rooms. A gift or sundry shop, on site restaurant, or even selling tickets to local attractions, can all help add incremental revenue. Hotels with conference rooms or other meeting space need to actively market that space to meeting planners. To maximize both top and bottom-line growth, hotels should take advantage of both indoor and outdoor meeting space.
San Diego meeting space
Options for hotel meeting space in San Diego range from small conference rooms that are suitable for a group of ten to large venues that can accommodate thousands. There are more than 120 conference hotels throughout the county.
The San Diego Convention Center hosts major events like Comic Con and the Auto Show and also is the venue for many smaller trade shows and conferences. In addition to the Convention Center’s 600,000 plus square feet of exhibition space, there are 72 smaller meeting rooms covering more than 200,000 square feet in total area. There are more than 7,500 first-class hotel rooms within a one mile walk of the San Diego Convention Center.
A San Diego meeting space to meet your needs
Whether you simply need a 200 square foot conference room for a two-hour meeting with your six property managers scattered around the state of California, or, you are hosting a two-day national training session for 800 employees, there is a meeting space in San Diego to suit your needs.
While the San Diego Convention Center is the largest space of all, the Town and Country Resort & Convention Center is the largest privately owned Convention Center with more than 1,000 guest rooms and 250,000 square feet of flexible meeting space. With 52 meeting rooms, including one 80,000 square foot space, businesses and organizations can find a suitably sized meeting space to meet their needs.
For medium-sized meeting spaces, San Diego has numerous options. For example, in the heart of the city, you could hold your meeting at the Westin San Diego Gaslamp Quarter Hotel. The property offers 35,000 square feet of meeting space with 19 separate meeting rooms. The largest single space is 9,000 square feet. Also in the medium-sized space is the Crowne Plaza San Diego Hotel Circle located at 2270 Hotel Circle North. The Crowne Plaza offers 30,000 square feet of meeting space with 21 meeting rooms. The largest single meeting room is 6,441 square feet.
If you do not need such a large space, you have some excellent choices. Often times, smaller hotels offer a more relaxed atmosphere so attendees feel more at ease. Two such examples of hotels that provide all of the things needed to hold meetings, without being overly formal, are the Mission Valley Resort and the Grande Colonial Hotel La Jolla.
The Mission Valley Resort has lovely grounds, restaurants and comfortable guest rooms. The hotel offers about 7,000 square feet of meeting space in its six meeting rooms. The largest meeting room is 4,000 square feet. The Grande Colonial Hotel La Jolla is situated right by the Pacific Ocean and offers 5,000 square feet of meeting space. There are four meeting rooms with the largest meeting space being 825 square feet.
Major Meeting Trends to watch for in 2014
Destination Hotels & Resorts conducted a State of the Meetings Industry survey in September of 2013. Over 180 corporate, association, independent and government planners were asked for their input on the various factors that are considered when meetings are planned. Hotels with meeting space can gain valuable insight into what the needs and wants of businesses desire most when selecting a site to hold a meeting today and into the future. The survey covered budgets, planning time, location, flexibility of space, technology, food and beverage and team building.
Compared to last year’s State of the Meetings Industry survey, 26 percent of the respondents believed that spending on meetings would be greater in 2014 than in 2013. Consensus among the 26 percent is that spending will increase by 20 percent on a year-over-year basis. Another 55 percent expect that meeting budgets would remain essentially unchanged from the dollar amount of expenditures in 2013.
Based on these predictions, hotels can expect some growth in bookings for meeting rooms in 2014. Increased bookings are a sign that the overall economy is continuing to recover and that businesses are more optimistic for the future.
Advanced planning time
Businesses are expected to plan meetings further out into the future than they have in the past. According to the results of the survey, the average amount of lead-time needed to finalize the details for a business gathering will be between two and six months. For hotels, it is important to reach out to meeting planners and provide them with complete information about your hotel and the facilities that are available. Not only do they need to know about the type of space and facilities you have, but they also need to know about availability.
Hotels should keep accurate records of all future bookings and have a policy in place that allows clients to book space a month or even six months in advance of actual date that they need your facility.
Choosing a location
Location is always important, but it is not as dominating a factor as you might think when a business selects the spot to host a meeting. According to the survey, 43.4 percent of the respondents listed location as the most important factor in meeting site selection. Companies take many factors into consideration when making their choice of where to hold their meetings and can be swayed to choose an alternate location if you can convince them why your location is better.
For instance, San Diego gets a lot of business because the city and county have so much to offer the visitor. It is hard to beat San Diego in the winter and conference hotels should stress not just the quality of their meeting rooms and hotel, but also, the many things visitors can do when they are not attending a meeting. A hotel in San Diego is not going to get a company who wants to hold their meeting on the east coast to change their mind, but they might be able to get people who were considering Phoenix or Los Angeles to come to San Diego.
Flexibility of meeting space
Planners want meeting spaces that can be adapted to meet the needs of their client companies. If rooms can be divided to make them smaller, for a lower cost, or if an outdoor pool area can be used to host a luncheon, then that will make your hotel more appealing.
Incorporation of technology
Businesses are relying more on technology than ever before and that carries over to meeting space. More than 48 percent of the meeting planners who responded to the survey said that they expected technology to play an even more important role in booking meeting space in 2014.
Communication is always of great importance. Planners are busy people and do a good amount of their work outside of the office. Having mobile phone access to apps that allow the planner to check availability and other pertinent information is just one way to adapt to the changing demand for technology in the meeting space industry.
Food and beverage service
If attendees have to fumble through their pockets to get a snack or a cold drink from a vending machine instead of being treated to coffee and pastries in the morning and a sandwich or salad for lunch, that will reflect negatively when planners make their choice of places to hold a meeting. Even if you do not have full kitchen facilities, you should contract with a caterer to present quality food and beverages to your guests.
Companies are willing to undergo the large expense of planning a meeting away from their company headquarters because it is an opportunity to increase the bonds and working relationships between employees and management. While there usually is an important business element to any function, it is often equally important to find locations that improve teambuilding.
Being located by a golf course or near a major attraction can be a perfect opportunity for attendees to interact in tee-shirts and tennis shoes rather than in a formal setting where everyone is wearing a suit. A full 92 percent of the survey participants agreed that teambuilding is a very strong industry trend.
San Diego hotels that offer conference rooms and larger meeting spaces can use that space more effectively by paying attention to the changing needs and desires of the businesses, organizations, associations and government agencies that the typical users of such facilities. Each hotel has something to offer whether it is the lowest price, biggest space, convenience to the beach, or something else. No matter whether you have a small number of conference rooms or you have a grand ballroom and 50 smaller meeting rooms, by making your facility the best it can be, you will attract more customers and increase revenues.
Anyone who has bought a home knows the process. After saving a down payment, buyers go to the bank to procure a loan to cover the rest of the cost. Sometimes, finding a bank to finance such a loan is easier said than done. After all, some mortgages are hundreds of thousands of dollars, which requires a substantial loan.
Now, just imagine that loan is $10 million. Think about how many banks would hesitate to provide that kind of cash. This is exactly the situation that arises when a new hotel is built. These properties are much larger and more expansive than average homes, which makes them far more expensive to construct. Because of this, securing the necessary money to complete the project is much harder.
Finding a Hotel Loan
An average bank or credit union would never finance a loan of this size. Therefore, when trying to build a new hotel, it is important to seek out larger banks, usually ones with interests all over the world. These banks tend to have access to larger funds, making them better prepared to provide such amounts and undertake the associated risks. Rates and approval will vary depending on the bank and the current economic climate. The builder’s financial history will also be a factor in determining the eligibility for a commercial construction loan.
Obtaining the Right Down Payment
Although there are many differences between private home loans and hotel construction loans, the idea of a down payment is still universally necessary. Although the scale of a hotel project is similar to other types of commercial housing ventures, these builders do not have the advantage of pre-sale funds to convince the lender of the project’s viability. Instead, when trying to obtain a loan for a hotel, it is necessary to provide other business assets as collateral. It is also worthwhile to have other partnerships and backers to provide the necessary funds for a down payment. If there is not serious collateral provided, a bank will not be willing to take the risk.
Most people have private mortgages for 15 or 30 years. When building residentially, a construction loan may last six months or a year. However, building a hotel is a much bigger project, and banks understand that the needs are greater. Therefore, many commercial construction loans may last up to seven years, depending on the scope of the project and the bank’s preferences. However, most banks will allow sufficient time for construction to be completed and for business to start. After all, the hotel needs to start earning money in order to pay back the loan in question.
Obtaining a loan to build a hotel is not just about finances. To the contrary, construction loans are also very strict regarding time. The bank will want to have a precise timeline in order to gauge the progress of the project. This allows the bank to make sure the hotel is completed in a timely fashion, which increases the likelihood of having the loan repaid in full.
Therefore, the loan will specify dates for every phase of construction. Funding is often directly tied to these phases. Instead of being given a lump sum at the beginning of the project, banks will provide money for each part of the project as determined in advance.
Other Construction Issues
When approaching hotel construction, a loan is only part of the issue. Before breaking ground, there are numerous other details to sort through. First, any commercial project needs to have approval from the government. This approval may vary from state to state, so it is important to read up on local ordinances in order to obtain proper approval to break ground.
It is possible that the land in question may not be zoned correctly. Hotels are commercial properties, so the land must be zoned for a commercial project in order to be legal. There are also plenty of restrictions regarding the construction process that must be considered. Every town will have rules about the amount of noise permitted and the hours during which construction is allowed.
Because the stakes are so high with a hotel construction loan, getting appropriate funding with solid terms is essential. Fortunately, no one has to attempt such an endeavor alone. There are businesses available that can help hotel owners find the funding they need on terms they can afford. This way, it is possible to achieve the dream of a new hotel with minimal fuss and risk involved.
Although there are a number of companies that offer such services, one of the best options is Hotel Managers Group. Hotel Managers Group is well-known for its support in managing hotels successfully. The company also works with hotel owners to complete new construction projects. The professionals at Hotel Managers Group can not only help develop the plans, but they can leverage a strong network of financial connections to obtain the best loan possible.
In this regard, Hotel Managers Group is the best choice for planning, construction, development and management. The team at Hotel Managers Group is well versed in all the important financial information and knows the appropriate rules and regulations to make the process as stress-free as possible. This includes information regarding ADA compliance and more.
In addition to this, Hotel Managers Group can help owners secure a loan for renovations as well. To best serve clients, Hotel Managers Group works with hotels to assess the current needs and then enacts solutions to achieve goals. In recent years, Hotel Managers Group has done extensive work in the western United States, making the team well prepared to help clients with any number of construction needs.
The Advantage of Hotel Managers Group
For more information about the benefits of using Hotel Managers Group, be sure to check out their latest construction project at the Comfort Inn in Utah/2013. Alternatively, for examples of their expertise with renovation management, check out the impressive results at La Casa Del Zorro/2013.