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Taking Over a Hotel:

上海佐敦酒店管理有限公司 2011-09-03 08:30:13 作者:Lincoln.yue 来源:by Kirby D. Payne, CHA 文字大小:[大][中][小]

Our company has managed about 25 different limited and full service hotels during the last six and a half years. That averages out to assuming the management of a new hotel every three months.

This year alone, we have already assumed the management of a limited service motel in Wisconsin (already sold), opened a closed hotel in North Dakota and will be going into one in Pennsylvania.

We believe we are relatively efficient at the process and have had good results retaining staff and maintaining regular accounts.

I thought I might share our checklists for these circumstances. While there are some very extensive manuals with hundreds of pages of detailed checklists for this purpose, we fell that a short check list for the immediate things we have to do on short notice should be a starting point. We use two lists: one relating to things which need to be done prior to assuming management and those things which need to be done the day we assume management.

With these two lists, a supply of necessary forms and foreknowledge as to what front office system, if any, a particular hotel has, we can usually assume management efficiently with two people in a limited service hotel.

One person leaves within two or three days while the other remains until the General Manager and staff are oriented to our procedures or a new General Manager during the first three months in about 20% of the takeovers.

The two single areas where there seems to be the potential for immediate impact on the financial results of a new management situation are increased Average daily Rate (ADR) and reduced Room Attendant and Laundry time.

A key part of successfully assuming the management of a new hotel is the orientation and training of the General Manager and supervisors. It is key that they completely understand our expectations, policies and procedures or we will be unable to meet our commitments to the owner.

Things to Accomplish Prior to Closing/Management Change

1.1 Is owner registered in that state?

1.2 Is operator registered in that state?

2.1. Depository bank account opened, funds transfer arranged?

2.2 Concentrating account coordinated?

2.3 Credit card accounts arranged for?

2.4 T&E card accounts arranged for?

2.5 Checks ordered

3.1 City/county licenses/permits?

3.2 State sales tax arrangements?

4.1 Electricity, special reading and application?

4.2 Gas, special reading and application?

4.3 Water/sewer, special reading and application?

4.4 Garbage/refuse collection continued?

4.5 Telephone service (local) reading and application?

4.6 Telephone service (L.D.) cutoff and application?

4.7 Telephone service (pay and PL's, if any)

4.8 Telephone service releases from prior owner/operator.

5.0 Personnel Issues

5.1 Obtain payroll listing (w.titles) from seller.

5.2 Discussion w/ GMas to his status/plans.

5.3 Explain to GMchanges in operating/acct. philosophy.

5.4 Explain to GMimpact of sale/purchase on employees.

5.5 ADPforms and new employee packets ready?

6.0 Inventories

6.1 F.F&E.

6.2 Big Four (China, Glass, Silver and Linen)

6.3 Forms and Stationary

6.4 Supplies

7.1 Advise GMto note folios balances at closing.

8.1 Location of equipment manuals?

8.2 Equipment warranties?

9.0 Ongoing contracts and leases?

9.1 Billboards9.2 Cable TV

9.3 Others? (List)

10.1 Personal contact with franchisor.

10.2 Franchisor contractual requirements.

11.0 Insurance Issues

11.1 Building and contents?

11.2 Liability?

11.3 Innkeepers?

11.4 Employee bonds?

11.5 Unemployment?

11.6 Worker's compensation?

11.7 All necessary additional insured (owner and operator)?

11.8 Other?

12.0 Accounting Issues

12.1 Service Bureau Notified?

12.2 ADPnotified?

12.3 Accounting orientation for GM?

12.4 Interim accounting kit ready?

13.0 Marketing Issues

13.1 Press releases ready?

13.2 Upcoming Group bookings?

13.3 Upcoming important local events (sports, concerts, etc.)

14.0 Closing items

14.1 Closing date?

14.2 Attorney handling closing?

14.3 Purchase agreement last reviewed?

Things to Accomplish Day of Closing/Management Change

2.0 Ascertain cash drawer and petty cash requirements.

2.1 Verify depository bank to ensure funds arrived. Pick up cash.

2.3 Verify new credit card accounts to use.

2.4 Verify new T&E card accounts to use.

4.1 Electricity, special reading.

4.2 Gas, special reading.

5.0 Personnel Issues

5.1 Verify payroll listing (w/titles)

5.2 Face to face discussion w/GM as to his/her status or plans.

5.3 Explain (again) changes in operating/acct. philosophy.

5.4 Employee meeting to explain impact of sale/purchase.

5.5 Complete ADP forms and new employee packets.

5.6 Orient employees about owners and operator.

5.7 Discuss uniform/shoe/name tag policies.

5.8 Discuss overtime/exemption policy.

5.9 Discuss scheduling policies.

5.10 Discuss hiring/raise/termination policy.

5.11 Discuss harassment policy and have employees sign notice.

5.12 Review personnel files for completeness.

5.13 Insure work time recording system is adequate.

6.0 Verify Inventories

6.1 F.F.&E.

6.2 Big Four

6.3 Forms and stationary

6.4 Supplies

7.1 Verify that GM notes folios balances at closing.

8.1 Look at equipment manuals.

8.2 Verify equipment warranties.

9.0 Decide on continuing contracts and leases.

9.1 Billboards

9.2 Cable TV

10.0 Franchisor Issues

10.1 Personally notify franchisor at closing.

10.2 Franchisor contractual requirements completed?

11.0 Insurance issues?

11.1 Employee bonds?

11.2 Claims forms and emergency instructions?

11.3 Training on emergency procedures?

11.4 Arrange insurance safety inspection.

12.0 Accounting issues:

12.2 Payroll training for GM.

12.3 Accounting training for GM?

12.4 Budgeting orientation conducted?

12.5 Budgeting process started?

12.6 Purchasing policies discussed?

12.7 Inventory and storage control discussed?

12.8 Cash management system explained?

12.9 Reporting procedures discussed?

13.0 Marketing issues

13.1 Press release issued?

13.2 Group booking reviewed?

13.3 Upcoming important local events

13.4 Marketing philosophy discussed?

13.5 Market planning orientation conducted?

13.6 Market planning process started?

13.7 Room and rate management discussed?

14.0 Maintenance issues

14.1 Room key coding system established, and tags removed?

14.2 Review key/master control policies

14.3 Discuss preventive maintenance (rooms/equipment)

14.4 Exterior/grounds maintenance crew

14.6 Get pest inspection certificate if required by sale.

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