THE INNOVA ROOM has its own methodology for the design of a successful business model achieving the following aspects:
- Positioning of the Hotel.
- Product type and service offer.
- Return rate.
- Maximum permissible investment.
- Cost structure.
A) Destination analysis
The historical series (10 years minimum) of the hotel occupancy rate on destination. The evolution of inventory, occupancy rate and average prices of 5*, 4* and 3* hotels, as well as the Boutique category, was measured.
From this first analysis it was concluded that Boutique category had increased its inventory, its occupancy rate and its average prices (5 points above the other categories). Therefore, the market had absorbed all the inventory that entered the destination, and the Boutique category was still under supplied.
B) Definition of the area of influence and identification of the competitive set
A perimeter was drawn. Within this perimeter all hotels were identified regardless of their size, category and type of operation. After that, considering their average prices, reputation (TripAdvisor) and product type, the competitive was defined.
C) Design of the value proposition
The existing building had 67 rooms. Schulz + Schulz Architects made a first room layout to maximize its capacity up to a total of 82 rooms. After analyzing the market, THE INNOVA ROOM proposed a scenario with a total of 56 keys, increasing the quality of them.
At this same stage, it was decided to externalize food and beverage services with a recognized brand in the local market. And it was also decided to dedicate 9th floor area, with spectacular views of St. Martin’s Square, to be used as a Master Suite with the possibility of holding VIP private events.
D) Parametric modelling of options
Within our parametric analysis model there was incorporated the following information:
- Average prices and occupations for the destination and the competitive set.
- Associated investment ranges for 82, 67 and 56 rooms respectively.
- Cost structure for each scenario and outsourcing options.
With that information, developers were advised the most appropriate scenario to exploit that business.
E) Definition of the operational structure
Developers received from THE INNOVA ROOM an array of actors and roles, and they were recommended the incorporation of an industry-experienced external operator to complement them in marketing.
F) Definition of financial structure
The developers requested the incorporation of an investor to take up to 70% of the capital needed for the comprehensive renovation of the building and its implementation. The client was accompanied in the road show in front of 12 local economic groups with potential interest in the project development. One such group was incorporated as a majority shareholder in the structure of the original developers.
G) Specific modelling of the selected option
As a last stage, 100% of the specific information was incorporated into the business model, creating a dynamic tool that allowed the monitoring of investment during the work, as well as the evolution of the business during the next operational stage.
The building was completely renovated following the product criteria and investment parameters defined by THE INNOVA ROOM and Palacio Paz Hotel is scheduled to open in April 2020. Moby Dick Pub & Grill will provide the food and beverages services.
Architecture. Studio Schulz + Schulz
Images source: Palacio Paz Hotel