Complete management
of operational and investment strategies

While the hospitality industry represents an asset class with attractive prospects, the strategy to create value for investments requires an ability to effectively analyze the market and specific business expertise.

With its outstanding track record as a hotelier, its financial expertise and its results-driven culture, Honotel MDO supports investors by building bespoke hospitality asset monitoring plans that will be continuously adapted in line with market changes. Setting realistic targets for creating value, Honotel MDO maps out the commercial and cost optimization strategies, which will be delegated under its control to the hotel operator, as well as the investment program, which will be managed directly within a strict budget framework.

As the single point of contact for the hotel operator and all the stakeholders involved in creating value for assets, Honotel MDO frees investors up from all the issues relating to their investments.

Our references include:

    

Structuring partnerships

Defining the terms for partnerships between investors and hotel operators

Upstream from any investment operation, Honotel MDO supports investors to structure their partnership with the hotel operator in charge of their asset’s operational management.

During this stage, Honotel MDO works alongside the investors’ legal advisors to develop and negotiate the terms of the partnership: operational framework, governance, monitoring and control conditions, etc.

[us_testimonial style=”1″ author=”” company=””]Pullman Paris Tour Eiffel: Honotel MDO, the missing link

Amundi has owned the Pullman Paris Tour Eiffel (4-star, Paris’ 7th arrondissement, 450 rooms) since 2016, with Accor responsible for its long-term operational management and its asset management entrusted to Honotel MDO.

Honotel MDO, which represents Amundi in its relations with Accor, has notably drawn up the strategic plan to create value for this asset and is rolling it out as part of a five-year plan.[/us_testimonial]

Building strategic plans

Building strategic plans
to create value for assets

After reviewing the asset, its market and its potential, Honotel MDO incorporates its investor-partner’s goals and constraints to map out its five-year vision. Within the strict framework of the budget set, Honotel MDO then works with the hotel operator to build the strategic value creation plan for this asset, enabling it to align itself as closely as possible with its five-year vision. This plan, which covers various aspects, from product positioning to effective use of space, operational alignment and the management of operational indicators, is then implemented.

Le Grimaldi (Nice)

Monitoring hotel operators

Steering the hotel operator

Honotel AM, which speaks the same language as hotel operators, works closely with them to ensure success for their joint client. By providing them with a healthy and constructive external perspective, it challenges operators with a view to optimizing their marketing mix, revenues, productivity, etc.

Hôtel de Neuve (Paris 4th arrondissement)

Creating value for hotel assets: case studies

Nice: from an ageing 3-star
to a stylish sharing hotel

Hôtel Normandie
+strategic repositioning
=Ozz
Hôtel Normandie
  • 3-star
  • 48 rooms
  • Restaurant
  • Train station neighborhood, Nice

As its neighborhood was making it difficult to achieve the average price per room set in the business plan, even after refurbishment, Honotel decided to strategically reposition this asset.

+strategic repositioning

This quaint old hotel has been transformed into a hybrid hostel with a stripped-back interior design, combining double rooms, suites and shared mini-dormitories for three to six people.

Without changing the floor plan and by removing the staff apartment, the hotel’s capacity has been increased from 48 double rooms to 179 beds. The restaurant room is now a lounge area with a bar, table tennis corner and boiler room to encourage exchanges.

=Ozz
  • sharing hotel
  • 179 beds
  • bar lounge
  • unique Happyculture Collection atmosphere

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Paris’ 9th: from just one of many boutique hotels
to a unique pocket palace

Le Pavillon de Paris
+premiumization
=La Maison Nabis
Le Pavillon de Paris
  • 4-star
  • 30 rooms
  • Europe disctrict, Paris’ 9th arrondissement

Opened in 1999, Le Pavillon de Paris was one of the first generation of boutique hotels in Paris. Following the widespread adoption of this concept, Le Pavillon de Paris no longer stood out from the many refurbished hotels in its neighborhood. To strengthen its performance, Honotel therefore decided to focus on premiumization.

+premiumization

The hotel has been renamed Maison Nabis after a group of avant-garde postimpressionist painters. Looking to integrate art into day-to-day life, these painters created ceramics, stained-glass windows, furniture, posters, etc. and got involved in the literary and musical movements of their time. The hotel’s pocket palace decor is inspired by their creations: luxurious materials, combination of different elements, woven screens, high level of comfort.

The quality of service provided has also been premiumized.

=La Maison Nabis
  • 4-star
  • 30 rooms
  • Inspiration: Belle Époque Paris and its artists and night life
  • Unique Happyculture Collection atmosphere

Today

Today

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