hospitality hotel business plan - pillars · support /plan: • competitively priced meals 5/10/18...
TRANSCRIPT
City Center Hotel Business Plan
Pillars consultancy www.PILLARS-EG.COM
Table of contents
• Section 1 : Background
• City Information : About Beni Swief
• Background About City Center Hotel
• Market Analysis Summary
• Competition: Hotels
• Competition “Summary”
• City Center Value Proposition
• Market Shares : Restaurants
• City Center Value Proposition: Catering
• Section 3 : Management /SWOT/Strategy
• Organizational Chart/Team
• Organizational Gap & Recommendations
• SWOT : Summary
• strategy Pyramid
• Business Strategy
• Sales Forecast & Analysis
• Conservative Forecast :
• Hotels Revenue Centers & Cost Centers
• Section 4 : Forecast 2009/ 2010-2020
• Q2- Results/ Total Q2 2009 Overview :
• Total Q2 2009 (Revenue / Expenses)
• Forecast 2009 : Rooms Revenue :
• Forecast 2009 -Food & Beverage :
• Total Forecast 2009
• Forecast 2009: Total Revenue :
– Rooms Revenue
– Food & Beverage :
– Total Revenue :
– Year on Year growth:
• Section 5 : Financial Gap Closure
– Financial Complications
– Bank of Housing & Development Offer :
– Office Space offered :
– Price /Square Meter (similar areas)
– Comparison Table
– Value of office Space by Floor :
– City Center Hotel – Sign-board
– Option 1 : Sell office Space
– Option 2 : Rent office Space to 3rd Party
– Option 3 : No Action (Not recommended)
– Conclusion : (Options Comparison Table)
• Section 6 : Financials :
– Balance Sheets / Cash Flow:
– Financials : Profit & Loss :
• Business Results Q2 2009 –
– Monthly Analysis (Revenue / Expenses)
– F&B Total 2009
– Rooms Forecast : 2009
• Forecast 2010-2020
– Food & Beverage : Detailed (1/2)
– Rooms Revenue : Detailed
– Food & Beverage : Detailed Catering Forecast
• Management Team & Planning Management CV’s (1/3)
• Business Assessment SWOT :
– Strength
– Weakness
– Opportunities
– Threats
• Business Strategy 1. 3 Increase Income (Rooms& F&B) : Travel Agency (2/4)
City Center Hotel Business Plan
Table of Contents :
• Section 1 : About Beni Sweif / City Center Hotel
• Section 3 : Management / SWOT / Business Strategy
• Section 4 : Q2 Results – Forecast Q3-Q42009/ 2010-2019
• Section 5 : Financial Gap Closure
• Appendix
Section 1 : Background City Information : About Beni Swief
• Beni Swief is located 120 KM away from Cairo , and Could be reached through various roads Agriculture Road, West Road (Misr Asuit),East Road and Rail Road
• Population : Total Governorate= 2,4 Mill (2008), Beni Swief City’s = 214,000 (2008)
• 9 Hotel (non Ranked ) and 2 (Youth houses)
• Bani Swief is mainly an industrial destination with 4 industrial Zones: , Bayyad Al-Arab, Beni Swief Industrial Zone, Koum Abou Radi
• Also other for Cement Factories :Lavarge Misr Beni Swief and Wadi Al-Nile Factory
• Other Statistics :
– Colleges =11 (40,000 Students )
– Institutes =4 (19,000 students )
– Schools = 11 (19,300 Students)
• Source of income :
– Agriculture (324,000)
– Mining (1061)
– Industrial ( 38,800)
– Power supply (3,100)
: المصادر (2006) الجهاز المركزى للتعبئه العامه و االحصاء -طبقا لفئات السن و اقسام النشاط االقتصادى -سنه فاكثر 15-توزيع المصريين •
Section 1 : Background About City Center Hotel
• Located at Down Town , City Center hotel started operation on April 2009 , was built on 239 Sqm
• Hotel Opening was delayed for long years due to construction issues Built on three stars standards however not yet ranked,
• Rooms & Suites :
– 40 Guest Rooms : 24 Single 16 Double Rooms
– 4 Four Suites
• Food & Beverage Outlets :
– Main Dinning room (64 Chairs)
– Coffee Shop (hosts up to 50 Guests)
– Roof (Under Construction)
– Fish Restaurant (Under Construction)
• Rooms :
– Air Condition, Mini Bar, Color TV, Telephone Bathroom Small Balcony
3rd Floor: Fish Restaurant
1st Floor: Coffee Shop
2nd Floor: Conference Rooms
4th Floor: Administration
5th Floor: Main Dinning Room
6th - 11th Floors Hotel Rooms & Suites
Ground Floor: Hotel Lobby
12th Floors Roof (under Construction)
Dinning Room Entrance & Lobby
Market Analysis Summary
Dbl Avg 83 LE
Sgl Avg 70 LE
95
69
90 80
110
79
100 100
City Center Al-Marwa Kasr Albakry ConferencCenter
Average Room Rate Single / Double Single Double
80% 70%
90% 82%
City Center Al-Marwa Kasr Albakry Conference Center
Hotels Average Occupancy
Avg Occp % 70 LE
• There is noticeable lack in proper operating hotels in the city with total of 138 Rooms and 7 suites
• Average Occupancy across hotels is 70% year round • City Center is offering high Average Rate than market
price
• Noting that beni Swief as industrial area market growth is based on Industrial segment growth , this is applicable for both (rooms & Catering)
• Beni Sweif will witness Increase in investment as follows : Capital by (100 %) / Workers by (56 %)
2008 -محافظة بنى سويف -مكتب خدمة المستثمرين: المصدر
Competition: Hotels
City Center Kasr Al-bakry
Conference Center
Al-Marwa
Hotel Ranking None None None None Hotel Location Down Town Area - Near Down Town Area Cornish El Nile City Entrance
Year Established 2009 2000 2003 2002 Types of client
Long Stay Guests 70% 60% 6% 30% Short Stay 30% 40% 94% 70%
Rooms Rooms Count 40 24 44 30
Suite 4 1 Nil 2 Total 44 25 44 32
Room Amenities Air Condition Yes Yes Yes Yes
Mini-bar Yes Yes Self Service Yes Room Service Yes Yes - Yes
Laundry Yes Yes Yes International Direct Dial Yes Yes Yes Yes
Room Rate Single 95 80 80 60
Double 110 100 100 70 Rooms Occupancy %
Week Days 95-100% 95-100% 80-90% 95-100% Week Ends 70-75% 70-75% 6% 30%
Food & Beverage No of outlets One Main Outlet
Coffee Shop 2 outlets One Outlet (Bakry)
Coffee Shop One Outlet Coffee shop
One Outlet Retail outlet
Outlets Specialty General General General General Average
Coffee Shop 5-10 5-10 10-15 - Main Outlet 25-30 25-30 40-50 20-25
Pricing 10-15-20 10-15-20 - - Volume (No of covers) 50-60 Daily 300 Daily - -
Competition “Summary” (1/2)
Competition “Summary” (2/2)
City Center
Kasr Al-Bakry
Conference Center
Marwa Hotel
Hotel Look & Public
Areas
+
• Good Location • Proximity to Services • Provides Good services • Hospitable Staff • Good atmosphere
• High hospitality Levels • Guest Satisfaction is
critical
• Good Location .Nile
View Hotel .
• Equipped Audio and
Video equipment for
conferences
• Good facing hotel
- • Lacks Air condition &
Coffee Shop • Lobby needs renovation • Poor Decoration & Look
• Poor Location • Lacks of Management
Knowledge of Hospitality
• Poor Quality building • Managed by the
Government Lacks flexibility
• Poor Location • Lacks of Management
Knowledge of Hospitality
Rooms
+
• Cleanliness • 25% with a Balcony (good
view) • 50% with a view
overlooking the square • Rooms starting from 7th
floor • 4 No of suites
•Renovated Bath room • New 22 rooms with good furniture
• High Quality of finish for rooms
• Good bathroom
- • Poor Finish • Poor quality of Bath
room
• Poor View of rooms • Non industry room
furniture
• Non spacious rooms • Small Sized beds
• Small bathrooms
Food & Beverage +
• Good Food Quality • Good Quality of food • None
• Home made like food taste
- • Lack of AC at Coffee Shop • Average Menu Design
• Lack of communication with guests
• Fluctuated quality due to third party management
•- Ambiance
City Center Value Proposition
Rooms Meeting Catering
Product • 40 Guest Rooms • Air Conditioned, Mini Bar, Color
Television, Telephone ,Bathroom ,Small Balcony
• Would offer up to 4 Suites converted into meeting Rooms
• New Partition in Main Dinning Room will be converted into small meeting room
• Would mainly offer three meals priced at 5, 10 and 18 LE
Pricing • Single : 95 LE • Double : 110 LE
• Would be on Rental fees of 50 LE • Break-Out Room would be 20 LE
• 5/10 /18 and other menu items to be reviewed
+
• Better than Conference center Current Rooms ,however – extension could be a threat
• Personalized service , butler is offered • Adjacent room is offered • Could provide LCD
• Would be of high VFM • Supported with brochures and sales
calls
-
• Room requires face-lifting • Poor Corridors Decoration • Other minor room issues • Currently Suites are Out of service
(under-Construction)
Conference Center : • would be more convenient for Larger
meetings (Above 20 up to 200) participants Marwa Hotel : • Equipped with a good Meeting room would
also be a threat
• Will compete versus heavy against 23rd of July Shop ,
City Center Standard Guest Room
City Center : Meeting Room
Market Shares : Restaurants
• Locally there is no participation from major known National/international chains, only local initiatives at low scale
• Socio-Economic class is below average
• Catering (Staff Meals) would be one of the hotel income
• Hotel will focus target this market with a competitive offer
• 23rd of July (Famous Restaurant) is currently one of the leading shops in this segment with around 27,000 meal Daily
• Dedicated Market & Sales Team (currently being formed) would target this market aggressively
City Center Value Proposition: Catering
(شرق النيل )بيان بالمشروعات التى بدات االنتاج بالمنطقه الصناعيه بياض ال عرب •
بيان مشروعات تحت االنشاْء بالمنطقه الصناعيه بياض العرب•
المشروعات الصناعيه تحت االنشاء بمنطقه الصناعات الخفيفه•
Count Potential Staff Monthly
Meals New Bani Swief (Active) 52 13 1,012 8,096
New Bani Swief ( U- construction) 67 11 833 6,664
Bayad Al -Arab (Active) 45 12 2,775 22,200
Bayad Al -Arab (U- Construction) 65 24 3,618 28,944
Others 200 1,000 8,000 Total Market 229 60 9,238 73,904
:المصادر
20% 33%
26%
Focused Market strategy : Targeting large factories with large no of staff) to obtain Market Share :
• Target factories count = Around 60 factory (26% of total factories) • Target No of Meals =(Catering) 79% • Target Investment (factories) = 71%
79%
71%
Operating factories (Beni Swief) :
Support /Plan: • Competitively priced meals 5/10/18 LE • Aggressive trained sales team • Printed brochures • Gift Certificates to be offered
*factories are classified as Under-construction based on 2008 statistics
Owners
General
Manager
House Keeping Manager (1)
HK Supervisor
(1)
House Man
(3)
House Maid
(3)
Laundry Man (1)
Accounting
Manager (1)
Cost Accountant (1)
Cashier
(6)
Helper
(1)
Personnel Mgr
(1)
Asst. Personnel Mgr (1)
Security Man
(1)
Maintenance
Plumber
(1)
Electrician
(1)
Restaurant Mgr(1)
Asst Rest Mgr(1)
Captain
(2)
Service
(2)
Waiter
(5)s
Bus Boy
(1)
Sales & Marketing Mgr
Sales
Executive
Sales
Executive
Sales
Executive
Management Staff To be Recruited
Organizational Chart :
Newly Formed Function
Section 3 : Management /SWOT/Strategy Organizational Chart/Team
The Vision : The Leading business hotel , that provides a personalized service for Corporate & Individuals segments
Management Summary : • Hotel benefit of low Payroll however a management
contract would result in increase in staffing
• The Hotel managed to recruit staff with hospitality background, with various experience levels however there are gaps in various areas :
• Lack in Marketing & Sales function • Lack of Strong Finance Function : • Process Documentation :
Key Risks : • Income risks specially no tight controls over
sales generating functions (rooms & F&B) • Wrong Marketing positioning as services
levels could be compromised. • Loosing sales opportunities due to lack of
market dynamics knowledge
Annual Management Contract : • Management is fully co-operative in applying
recommendations • Annual Management contract to be signed to
implement all management related plans
Staff Management Total
Count Salaries Count Salaries Count Salaries House keeping 11 900 1 3,993 12 4,893
Food & Beverage 12 4,050 2 1,250 14 5,300
Frond Desk 3 1,150 0 - 3 1,150 Accounting 8 2,400 1 1,250 9 3,650
Personnel & Security 2 1200 1 300 3 1,500
Purchasing 1 750 0 - 1 750
Maintenance 0 0 2 500 2 500
Total 37 10,450 7 7,293 44 17,743
Manning Guide : Staff :
Section 3 : Management /SWOT/Strategy Organizational Gap & Recommendations
Function Issue Risk Rating Recommendations Sourcing
Marketing & Sales
• Lack of Marketing & sales Function
• Not Achieving Business plan • Sales opportunity Loss
Critical • Immediate setup of Marketing & sales Function
Recruitment & Training
Accounting Lack of control in the following areas :
• Income control procedures • Cost Control • Cashier & Income audit • Inventory management Lacks of critical Staff : • Income Audit / F&B Cost
Controller
• Cash sales misappropriation • Lack Business planning &
Identifying market analysis figures
• Lack Budgeting / Planning for F&B
• Risk to hotel Assets
Critical Systems & Process: • Automation of F&B / Rooms Revenue
posting • Full Hotel Management system is
required for (inventory/ books) • Accounting process Write-up Recruitment • Recruitment of Income Auditor / F&B
Cost Controller/External Auditor
Recruitment & Outsourcing
experienced external Auditor
Food & Beverage
• Current operation does not require full time F&B Manager of assistant) however lack of Menu Design and related cost elements
• Not achieving F&B sales budget specially catering
High • Due to criticality of Catering function to hotel revenue , Food menu review of current food Menu and related costs.
• Menu (graphics) design needs review and redesign
• Outlet Revenue generation options to be studied
• Uniforms upgrade plan to be considered
Outsourced F&B Menu Designing
Purchasing • Current purchasing volumes are low , resulting into high purchasing costs
• Low revenue margins , low profit High • Purchasing planning should be applied • Raw Material purchases quality need
to be Enhanced
Management review
Maintenance • Lack of preventive maintenance schedule
• Risks to hotel assets & fixed furniture& equipment
Med • A set of preventive management system to be applied
• A role in outlet / Public areas/ Rooms re-Construction
Outsourced Engineer
Gaps & Recommendations :
Section 3 : Management /SWOT/Strategy SWOT : Summary
Strength Weakness
• Advantaged Hotel Property & Location • First Mover advantage (as the first 3 stars Business Hotel in
Town) • Staff Selection Knowledgeable and friendly staff • Barriers for Entry to the hospitality industry locally
• Top Management (owners) knowledge of Hospitality Business • Lack of clear Marketing & Sales agenda and Absence of strong
Sales Function) • Hotel Positioning and Market Understanding :
• Absence in various channels • Sales Channels Definition / Pricing • Sales Team Structure - Sales Tools • Other Marketing Tools required • Hotel Product offering to corporate Segment
• Hotel Ambiance & interior decoration: • Hotel Entrance : Front Desk and Lobby Areas & Rooms • Food & Beverage Outlets : Coffee Shop & Main Dinning
Room • Public areas fire and Industrial safety
Opportunities Threats
• To be the Only 3 Stars Ranked hotel in Beni Sweif • Investing Vacant floors in Selling/Renting space
• Sell floors to banks / investor • Franchise F&B outlets to International / Local chains
• Achieving Sales target through Corporate Market segment • Food & Beverage Offering / Competition : • Growing Governmental/ Investors focus to Upper Egypt and Beni
Swief
• False Entry to potential corporate Market segment • Owners involvement in Hotel management • Sever Defects Finance and Internal Controls and bookkeeping • Financial Stability, Flexibility to upgrade • Achieving Business Plan is critical to fulfill Bank Loan issue • Industrial Safety and Authorities certification • Criticality of Marketing & Sales Function setup to achieve
financial targets • Lateness in ranking the hotel as “three stars hotel”
Section 3 : Management /SWOT/Strategy strategy Pyramid
Increase Hotel Income Rooms & F&B
Increase Travel Agency Segment Sales
Increase Individuals
Sales
Increase Corporate
Segment Sales
Implement Hotel Mgmt
system
Recruitment of Finance Team
Upgrade Internal Controls
Face Lifting Rooms &
Suites
Obtain 3 Stars Ranking
Rent or Lease for Hotel
vacant Floors
Sort Bank Financial
Issue
Healthier Financial
Statements
Upgrade Lobby & public
Areas
Obtain Authorities Certification
Develop Management Capabilities
Management Training Program
Management Contract
Develop Rooms offer
Develop Corporate offerings
Develop Meeting offer
Develop Catering
offer
Develop Sales Brochure
Develop Sales
Tool-Kit
Develop Gift Certificates
Develop New Logo
Corporate Objectives
• Increase Hotel income (rooms & F&B Sales) • Develop Corporate Offerings • Develop Sales Tool-Kit • Obtain 3 Stars Ranking
• Upgrade Internal Controls • Develop Management Capabilities • Healthier Financial Statements
1 2 3 4 5 6 7
Agreed Strategy/Objective:
Section 3 : Management /SWOT/Strategy Business Strategy
Corporate Travel Agencies Individuals
Corporate segment is the most critical Segment Due to the nature of the city , heavy support would be granted through :
1.Develop Rooms Offer 2. Develop Meeting Offer 2. Develop Catering Offer
Travel Agency segment is a minor Segment, however result into higher occupancy rates: • Will obtain a full listing of travel agencies (local &
National) • Contracts to be signed with Travel agencies with
applied rates
Develop Hotel Website & Internet Marketing • Register :HotelCityCenter.Net • Registration on Search engines as
(Google/MSN/ and Yahoo) Increase Hotel Listing In hotels websites • Full review of all hotels promotion website
studied
Marketing & Sales Function Gift Certificates Corporate identity
1. Formation of Sales Function 1.1 Recruitment of Marketing & Sales Team: 1.2 Sales Training
2. Develop Sales Process & Plan: 2.1 Develop (CRM)
2.2 Develop Sales Journey Plan
Three main products will be promoted as follows :
• Gift Certificate (Meeting )
• Gift Certificate (Rooms):
• Gift Certificate (Dinning Room)
• Develop Corporate Identity :
• Sales Brochure , business cards & catering menus
Growth in various Segments
Formation of Sales team & Support
Upgrade Management Update internal control Obtain 3 Stars Ranking
• Management Training Program • Management Contract
Upgrade of finance Function
• Recruitment of Financial manager/ Cost Controller
Upgrade Internal Control
• Front Office System (Recommendation for
• Back office system
• Point of Sales Application
Hotel Was Built based on 3 Stars specifications , contacted ministry of tourism about 90% requirements are met :
• Rooms & Suites Upgrade :
• Lobby Upgrade :
• Obtain Industrial Safety Certification :
Other initiatives & Support:
Based on Cash Flow – the following programs will be developed :
Section 3 : Management /SWOT/Strategy FF&E : Fixed Furniture & Equipment
Sales Forecast & Analysis
• Hotels Revenue / Cost Centers
• Revenue analysis - Profitability Actual Q2 -2009
• Forecast 2009
• Forecast 2010-2020
Conservative Forecast :
General Comments :
– Due to hotel situation & credibility a conservative forecast was developed .
– Management did not invest in marketing to obtain Market Shares however huge market potential exists.
– lack of historical information as hotel just started operation (April 2009).
– Recent results (July 2009 not officially published) are exceeding forecast .
Revenue Centers :
– Rooms : (Average 49% of total income)
• Hotel will be ranked as the ONLY 3 stars hotel in town however did not reflect this into forecast process
• 2009 : Despite occupancy with long guests decreased occupancy to 50% in Ramadan.
• 2010-2019:
– Occupancy : started 79% /year round- increase of 1% annually
– Room Rates :
» Rooms : 110 LE (including breakfast) - Increase 5% every other year
» Suites : 210 LE (including breakfast) – Increase 5% every other year
– Food &Beverage
• Catering : (Average 30% of Total Income)
– Only 250 Meal /daily- conservative to catering market size - Increase 5% every other year
– High food cost around 65% that would result into less gross revenues.
Occupancy & Growth Q2
Hotels Revenue Centers & Cost Centers
1.1 Rooms Contribution
Rooms & Suites 69% of Total
Rooms 100% To date
Suites 0% To Date
Meeting rooms 0% To Date
Cost Centers Contribution
F&B Costs 29% of Total
Other Expenses 70% of Total
Salaries & Wages 67%
other Employee Benefits 0%
Transportation & Admin 2%
Housekeeping Expenses 3%
Printing 1%
Other Admin Fees 5%
Utilities 21%
Marketing 1% of Total
Revenue Centers : Cost Centers :
1.2 Food & Beverage Contribution
Food & Beverage 28% Of Total
Main Dinning Room 86% of F&B
Coffee shop 12% of F&B
Catering 2% of F&B
1.3 Others Contribution
Other Sales 2% Of Total
Mini-bar 63%
Room Service 8%
Catering 28%
Based on Q2-2009 Results
Section 4 : Forecast 2009/ 2010-2020 Q2- Results/ Total Q2 2009 Overview :
Quarter Review • Hotel Started operation on April achieved Total
Sales of 252,239 LE with Net Revenue of 115,222 LE
• Revenue Mix Rooms= 69% F&B =28%
• Profitability (before Tax) = 46%
• Food Cost is high due to small volume of purchase will decrease ,as impact of increase in occupancy.
Occupancy & Growth Q2 Business Overview Revenue / Expenses / Net
Growth Ratio Month on Month
Ratio Q2
Results Comments
Expenses / Total Revenue 54% T. Expense=137,017
Net / Total Sales 46% NET= 115,222
F&B Cost / Total F&B Sales 56% Food Cost=70,251
Q2 Ratios :
Revenue Analysis By month
32%
64%
65%
50%
April May June
Rooms Occ.% 28%, 46.5%, 69.80%
Sales Growth - 32% 64%
Net Growth - 227% 132%
Section 4 : Forecast 2009/ 2010-2020 Total Q2 2009 (Revenue / Expenses)
Revenue Expenses
Section 4 : Forecast 2009/ 2010-2020 Forecast 2009 : Rooms Revenue :
Rooms Revenue
Rooms : (49% of 2009 Total Revenue) • Average occupancy was reduced during
Ramadan to 50% according to norms
Suites : (5% of 2009 Total Revenue) • 4 suites will start operation July -09 • Expected to be rented for Long stay guests • Will be also used as break-out rooms (meetings)
Meeting Rooms: (>1% of Total Revenue) • Meeting rooms will also start operation July-09 • Heavy competition from Competitors • Still to test the market for concepts acceptance
5.8% 13%
Notes : Conservative Growth for rooms in Q3 is low due to Ramadan period However expecting higher Values
Section 4 : Forecast 2009/ 2010-2020 Forecast 2009 -Food & Beverage :
Catering: (55% of F&B Revenue) • Sales team will be formed to promote
Catering , targeting Large Companies • Catering Sales volume will increase in Q3,
Q4 • Generous offering with high food cost to
increase market share.
F&B Forecast Assumptions Q3/Q4 (2009) :
Notes : In house guest calculated based on 1.5 X No of occupied rooms
Main Dinning Room
Coffee Shop
Catering
Breakfast Lunch Dinner Menu 1 Menu 2 Menu 3
Average Cheque 15 LE 28 LE 28 LE 10 LE 5 LE 10 LE 18 LE
# Covers (Monthly)
Ratio to Guest % 100% 12,5% 12.5%
Out Side 5 50 10% Increase
50 10% Increase
300-500 650 2,925 2,925
Food Cost 40% 40% 40% 15% 64% will be reduced
% of F&B Sales 38% 6% 56%
F&B Split (Q2-Q3-Q4)2009 :
F&B Actual Q2/-Forecast (Q3/Q4) Total 2009 :
Section 4 : Forecast 2009/ 2010-2020 Forecast 2009: Total Revenue :
Sales Split by Revenue Center Total (Q2 Actual – Q3/Q4 Forecast) 2009
Section 4 : Forecast 2009/ 2010-2020 Forecast 2010-2020 : Rooms Revenue
Rooms Revenue 2010-2019 in Million LE
Rooms / Suites revenue 2010-1019 in Million LE
Average Room Rate2010-2019
Rooms Occ % 2010-2019
Rooms Suites Meeting
Average Room Rate (Excluding Breakfast)
90 LE 195 55
Increase % +5%
Every Other Year +5%
Every Other Year +10%
Annually
Average Occupancy 79% 61% 9% of Total Suites
Increase % 1% Yearly 1% Yearly 10%
Rooms Forecast Assumptions :
+1%
Section 4 : Forecast 2009/ 2010-2020 Forecast 2010-2020 : Food & Beverage :
Main Dinning Room
Coffee Shop
Catering
Breakfast Lunch Dinner Menu
1 Menu
2 Menu
3
Average Cheque 15 LE 28 LE 28 LE 10 LE 5 LE 10 LE 18 LE
Increase % 10%
Annual 5%
Annul 5%
Annual 10%
Annual 5%
Every Other Year
# Covers
Ratio to Guest 100% 12,5% 12.5% None
Out Side 5 50 50 300-500 Monthly
250 mean Daily 5% increase Annually
Food Cost 40% 40% 40% 15% 36% Decreasing to reach 27%
% of F&B Sales 38% 6% 56%
Forecast Assumptions :
Notes : Ratio to Guest = In house guest calculated based on 1.5 X No of occupied rooms
F&B Forecast 2010-2019 In Million LE:
Section 4 : Forecast 2009/ 2010-2020 Forecast 2010-2020 : Total Revenue :
Total Revenue Analysis 2010-2019:
Section 4 : Forecast 2009/ 2010-2020 Forecast 2010-2020 : Year on Year growth:
Net Income Growth% 2010-2019:
2.9% 2.6%
5.4% 1.4% 5.4%
2.4%
5.5% 3.1%
0.8% Revenue Growth (Year on Year) Net after tax growth YOY (Year on Year) Varies based on increase in room rate 5% every other year
Sales Growth % 2010-2019:
7.6% 7.6%
8.6% 4.6% 7.0%
6.5% 7.1%
7.4%
5.8%
Sales Growth 2010/2019 (YOY) Conservative growth in total revenue between 5.8% - 7.6%
Comments :
Section 5 : Financial Gap Closure Table of Contents :
• Financial complications
• Evaluation of Land/Building in similar Areas
• Gap Closure Options
• Our Initiatives towards Gap closure (Sell / Rent of Space)
• Conclusion
Section 5 : Financial Gap Closure Financial Complications
Delays in Project Completion
• Hotel owners were unfortunate , faced series of unforeseen events that resulted into delays in starting the business for Example :
– Construction contract in favor to the contractor • Contractor has manipulated the contract for his benefit
• Monopoly in setting material prices / higher than market
– Delays in payment to the contractor : • Previous Bank management has delayed in payment to contractor
• Late charges were accumulated
– Technical issues in construction (Concrete Structure) • Extra payment of 400,00 LE was financed by owners
– Quality of construction below standards : • Applied on hotel look, quality of decoration,
– Delays in supplying Building with Power Supply
Results : – Hotel owners incurred the amount of 1,3 MM LE (self financed),
– Delays in operation for seven years .
– Hotel property was not properly constructed.
Section 5 : Financial Gap Closure Bank of Housing & Development Offer :
Bank of Housing & development Case :
Currently Hotel management is offering office space to BHD , who has the intention to Buy / Rent Still in bidding phase, We think that this offer would a complete solution to the current debt case
Current BHD Branch Beni Sweif
Hotel Offer as Follows : • BHD to acquire / Rent office Space • Sell/ Rent Value to be deducted from debt Directly • Remaining value to be re-scheduled
Section 5 : Financial Gap Closure Office Space offered :
General Benefits : • Current Needs of BHD for New branch • Competitive offer by the (hotel Management) versus others • Immediate Availability – (not occupied) • Licensed for commercial usage • Proximity to Services & potential bank clients • Availability to Hotel Services • Possibility for extension
Strategic Benefits • Will grant the Hotel management the capabilities to fulfill remaining Due
Payments (if any) • Avoiding Legal & Related action • Immediate resolution for (hotel management) issue related to bank Loan • Rental also could be a good option for both parties • Brower bank Healthier collection statistics
Po
we
r R
oo
m
Sho
p
Shop
Shop
Shop
Banks Banque du Caire /Bank of Alexandria & Misr Islamic Bank
Rental Monthly : 100 LE / Square Meter / 1,200 Annually
Selling 10,000 LE / Square Meter
Section 5 : Financial Gap Closure Price /Square Meter (similar areas)
Banks Credit Agricole Bank Egypt, Societe Generale & Barclays Bank
Rental Monthly : 150 LE / 1,800 Annually Square Meter
Selling 15,000 LE / Square Meter
The Hotel is located in a strategic location , Between Two Major Bank Areas:
Notes • Lately there was significant increase in Land Prices due to increase in Industrial areas in Bani Sweif • Local Law regarding building heights not to exceed 21 Meters • Significant Potential of the city • Strategic Governmental focus on Upper Egypt
Section 5 : Financial Gap Closure Comparison Table
Area (A) Active Banks
Area (A) City Center Hotel
Area (B) Other Operating Banks
Area (C) National Bank of Egypt
Banks • Banque du Caire • Bank of Alexandria • Misr Islamic Bank
• Credit Agricole • Societe Generale Bank • Barclays
• Nation Bank of Egypt
Advantages (+)
• Proximity to Commercial area Around 2000
• Next to Transportation Facilities (Train Station)
• Proximity to Bani Sweif University
• Proximity to Bani Sweif Court
• Same As Active Banks Area
+
• Heavy Commercial Area • Licensed Area • Flexibility to • Hotel Services Availability to
(leaser) • Immediate availability
• High Class Area • Parking Area • Residential (8,000) • Commercial ( 10,000)
• Commercial Area • Next to Cairo / Station Bus station
Disadvantages (-)
• Parking – (currently leasing Parking Ares for Hotel )
• No Traffic Generators • Not a Heavy Commercial area • More of a residential area • Next to Bani Swief University (non
Target)
• Only Main Road is commercial • Not Preferred by other
operational banks
Monthly Rental Fees
100 LE Monthly Per Square Meter
Ground : 120 LE 1st & 2nd : 70 LE
150 LE Monthly Per Square Meter
80 LE Monthly Per Square Meter
Rental 37,800 Annual
454,000LE
Selling /SQM
10,000 Per Square Meter
Ground 11,500 1st & 2nd 8,000/9,000
15,000 Per Square Meter
10,000 Per Square Meter
Value of Offer 4,472,000
Section 5 : Financial Gap Closure : Value of office Space by Floor :
3rd Floor: Fish Restaurant
1st Floor: Coffee Shop
2nd Floor: Conference Rooms
4th Floor: Administration
5th Floor: Main Dinning Room
6th - 11th Floors Hotel Rooms & Suites
Ground Floor: Hotel Lobby
12th Floors Roof (under Construction)
Floor Description Space SQM
Basement 211 Ground Lobby /Reception 236 1st Floor Coffee Shop 236 2nd Floor Vacant 236 3th Floor Fish Restaurant 236 4th Floor Vacant (100) Meter 236 5th Floor Main Dinning Room 236 6th Floor Hotel Rooms 236 7th Floor Hotel Rooms 236 8th Floor Hotel Rooms 236 9th Floor Hotel Rooms 236 10th Floor Hotel Rooms 236 11th Floor Hotel Rooms 236 11th Floor Roof 236
Total
1st Floor :
2nd Floor :
3rd Floor
Ground
Space In SQM
234 234 234 40
Current Utilization
Coffee Shop furnished
Meeting Rooms
Fish Restaurant
Lobby
Availability Immediate Immediate Immediate Partial
Rental :
Price /SQM 70 70 TBA 120
Total Price 4,800 11,700 TBA 11,700
Monthly 16,500 16,500 TBA 4,800
Annually 198,240 198,240 57,600
454,080 (Annual)
Sell :
Price /SQM 9,000 8,000 TBA 11,500
Total Price 1.17 1,1 7 1.17 ,6
4.4 MM LE
Estimated Value/Floor (Based on average Prices)
Hotel is offering around 40 Meters of the lobby as A private entrance to 1st & 2nd Floors
Section 5 : Financial Gap Closure City Center Hotel – Sign-board
Hotel property
Bridge Facing the Hotel
Train Station facing the Hotel
Sign board is facing the new bridge , High visibility is Guaranteed. “this Photo is taken from the hotel”
Also high Visibility for Train Travelers, as hotel is also facing “Station Square” (Midan Al-Mahattah” “this Photo is taken from the hotel”
Hotel is also offering Two Sign Boards : 1. Facing bridge around 378 Meters 2. Sign board on Top of the hotel
Section 5 : Financial Gap Closure : Option 1 : Sell office Space
Assumption Sell
Initial Loan 6,700,000
Sell Value 4,472,000
Scope : Ground (40M), 1,2
Remaining (after tax) 2,339,800
Payment Years 3 (36 Months)
Total Loan + Interest 2,797,734
Annual Payment 932,578
1. Based On Fair price per SQM , Bank to acquire Vacant Floors and (40 Sqm) of Ground Floor
2. Remaining debt would be 2,3 MM LE
Section 5 : Financial Gap Closure : Option 1 : Sell office Space
Payment Schedule :
3. Reschedule Payment According to the following Table :
4. Payment from hotel operations would be as following:
Payment Due to bank Revenue (Hotel Operation )
Section 5 : Financial Gap Closure : Option 1 : Sell office Space
5. Net Sales Versus “Payment Due”:
6. Bank Would Acquire and lease to 3rd party
– Bank to Acquire part of the property (65% of the Debt)
– Remaining Value (35%) to be paid in 3 Years
– Lease to Third Party as (BHD) Generating 434,000 LE Monthly
– Secure Remaining Debt Value (3 Years payment)
7. Revenue Generated to Bank (leasing to 3rd Party :
Assumption Sell
Initial Loan 6,700,000
Sell Value 4,472,000
Scope : Ground (40M), 1,2
Remaining (after tax) 2,339,800
Payment Years 3 (36 Months)
Total Loan + Interest 2,797,734
Annual Payment 932,578
Section 5 : Financial Gap Closure : Option 2 : Rent office Space to 3rd Party 1. Based On fair price per SQM , 3rd Party would Rent Vacant Floors and (40 Sqm) of Ground Floor
3. Remaining debt would be Remain at 6,7 Million LE
Assumption Rent
Initial Loan 6,700,000
Sell Value -
Scope : Ground (40M), 1,2
Remaining (after tax) 6,700,000
Interest Rate 12%
Payment Years 7 Years (84 Months)
Total Loan + Interest 827,913
Annual Payment 1,419,280
• Currently vacant floors office space is offered to BHD (Bank of Housing & Development) • Hotel to rent vacant floors to BHD (Bank Approval required ) • Also discussion with other investors that might take 2 months
2. Rental Value estimated at (454,080) to be added to Cash Flow :
Section 5 : Financial Gap Closure : Option 2 : Rent office Space to 3rd Party
Payment Schedule :
3. Reschedule payment according to the following table :
4. Hotel payment to be as follows:
Based on Amount due after should be scheduled on 7 Years as follows:
Hotel Payment and Cash Flow Year 1- Year 7 (Based on Business Plan )
Amount Due Based on 12% interest Rate :
Revenue (Hotel Operation + Lease ) Payment Due to bank
Section 5 : Financial Gap Closure : Option 2 : Rent office Space to 3rd Party
5. Net Sales Versus “Payment Due”:
Section 5 : Financial Gap Closure : Option 3 : No Action (Not recommended)
Assumption None
Initial Loan 6,700,000
Sell Value NONE
Scope : -
Remaining (after tax) 6,700,000
Payment Years 10 Years (120 Months)
Interest Rate 12%
Total Loan + Interest 11,535,064
Annual Payment 1,153
2. Remaining debt would Remain be 6.7 MM LE
Payment Schedule :
Debt Assumptions & Values :
Section 5 : Financial Gap Closure : Option 3 : No Action (Not recommended)
3. Payment from hotel operations would be as following:
Revenue (Hotel Operation + Lease ) Payment Due to bank
4. Net Sales Versus “Payment Due”:
Section 5 : Financial Gap Closure : Conclusion : (Options Comparison Table)
Options Sell Rent None
Deal Bank Partial Acquisition of the hotel & Rent o BHD or other investor
Rental to 3rd party (BHD or other investor)
(Bank Not Interested in Rent-Buy
Scope Ground (40M), 1,2 Ground (40M), 1,2 -
Financial Deduct Initial debt Amount Value
Bank Transfer of Rental fees – deducting Debt value rental
Hotel to seek alternative buyer within 2 Months
Initial Loan 6,700,000 6,700,000 6,700,000
Sell Value 4,472,000 - -
Remaining Loan 2,339,800 6,700,000 6,700,000
Payment Years 3 Years 7 Years 10 Years
Payment in Months 36 Months 84 Months 120 Months
Monthly 77,715 118,273 96,126
Annual 932,578 1,419,280 1,153,506
Total Loan 2,797,734 9,934,958 11,535,064
Risk Low Med Med-High
Low debt Value / Low Interest Secure Remaining Payment to seek other Finance options
Benefits to hotel • Flexibility to strengthen Hotel Position and renovation & other Marketing Activities
• Lower Interest Rate on remaining Value • Immediate resolution to debt
• Same as Sell Option • Lower Interest Rate on remaining
Value
None
Benefits to Bank • A Competitive Offer for bank • Brower bank Healthier collection statistics • Healthier financial performance to fulfill
payments due • Brower bank Healthier collection statistics
None
Section 6 : Financials : Balance Sheets / Cash Flow:
Section 6 : Financials : Profit & Loss :
Appendix
Business Results Q2 2009 – Monthly Analysis (Revenue / Expenses)
Revenue Analysis Expenses Analysis
F&B Total 2009
F&B Actual Q2 –Forecast (Q3-Q4) Total 2009 :
Rooms Forecast : 2009
Split Rooms / Suites Actual – Forecast 2009 :
Forecast 2010-2020 Food & Beverage : Detailed (1/2)
F&B Forecast 2010-2019:
Forecast 2010-2020 Rooms Revenue : Detailed
Rooms Forecast 2010-2019:
المرجع المصدر التاريخ1-1-2008 : و التركيبة السكانية السكان• سكان محافظه بني سويف •
طبقا لفئات السن و اقسام النشاط االقتصادى-سنه فاكثر 15-توزيع المصريين • الجهاز المركزى للتعبئه العامه و االحصاء
عدد السكان و االسر و المساكن العامه محافظه بني سويف•
: األقتصادية البيانات متوسط نصيب الفرد من االنفاق الثانوي لالسره طبقا لمجموعات االنفاق•
بحث الدخل و االنفاق -الجهاز المركزى للتعبئه العامه و االحصاء 2005-2004 متوسط اللنفاق السنوى لالسره •
متوسط الدخول السنويه لالسره طبقا لمصادر الدخل•
:التعليم بيان الطالب بكليات و معاهد التعليم العالي غير الجامعي•
بيان الطالب بكليات و معاهد التعليم العالي الغير جامعي •
بيان الطالب و هيئه التدريس بالتعليم الجامعى بالمحافظه للعام الدراسى • مديريه التربيه و التعليم 2008-2007
2007\2008 بيان بتوزيع المدارس في مرحله الثانوي العام على مستوى المحافظه•
شرق )بيان بالمشروعات التى بدات االنتاج بالمنطقه الصناعيه بياض ال عرب •
(النيل : الصناعية البيانات•
بيان مشروعات تحت االنشاْء بالمنطقه الصناعيه بياض العرب•
المشروعات الصناعيه تحت االنشاء بمنطقه الصناعات الخفيفه•
اجمالى المشروعات الصناعيه البالستيكيه المنتجه بمنطقه الصناعات الخغيفه •
بيان المناطق الصناعيه بمحافظه بني سويف•
بيانات عامة : الهيئات الشبابيه بالمحافظه مديريه الشباب و الرياضه 2008
الزراعه
المساحه الكليه للمحافظه
التقسيم االداري لمحافظة بني سويف
سكان المحافظه 2008
اماكن اإلقامه السياحيه بالمحافظه
2-1: تاريخ الفندق و عرض المستندات
التاريخ ملخص المستند التبعيات األعباء في حينه تم السداد
100.000
مائه 150.000
وخمسون الف جنيه
:ترتب علي تأخر صرف الدفعات من البنك األتي
حيث حاسبنا . تحملنا بفروق األسعار طبقا لما جاء بالبند سابعا من العقد المبرم مع المقاول •
جنيه وكذلك بالنسبة الرتفاع 3500المقاول بفرق أسعار الحديد للطن حيث تجاوز سعر الطن
سعر طن األسمنت
:علينا غرامتين طبق
الشرط الجزائي الوارد في البند الثاني عشر والذي ورد فيه انه في حاله تأخر استالم المقاول •
للمستخلص بعد التسليم مباشره لكل مرحله يكون من حقه التوقف عن العمل وتوقيع غرامه علي
مائه ألف جنيه 100.000الطرف األول قيمتها
ولم يصرف قيمتها من البنك تحميلنا بغرامه شهريه علي المبالغ المدفوعة منه الستكمال المنشأ•
حال االنتهاء من المباني
المقاول في أسعار شراء الخامات وكذلك جودة التشطيبات واستكمالها طبقا تحكم•
لألصول ألفنيه المتعارفه حيث كان يتم تحويل مستحقاته من البنك اليه مباشرة
توقيع عقد المقاولة بتاريخ
تم االتفاق مع المقاول علي صرف مستحقاته عن طريق حيث
وتم تحديد . مستخلصات تصرف كاملة من قيمه العمل المنتهي
مواعيد االنتهاء من جانب المقاول من كل مرحله فعلي سبيل
المثال
المستخلص األول يتم صرفه بعد االنتهاء من تنفيذ البدروم ويتم 1.
شهور 4تنفيذ هذه المرحلة خالل
المستخلص الثاني يتم صرفه بعد االنتهاء من تنفيذ الدور الثاني 2.
ويتم تنفيذ هذه المرحلة خالل شهر .علوي هيكل خرساني
ونصف
المستخلص الثالث يتم صرفه بعد االنتهاء من تنفيذ الدور 3.
الخامس علوي هيكل خرساني ويتم تنفيذ هذه المرحله خالل
.شهر ونصف
المستخلص الرابع يتم تنفيذه بعد االنتهاء من تنفيذ الدور الثامن 4.
علوي هيكل خرساني ويتم تنفيذ هذه المرحلة خالل شهر
.ونصف
1/7/2002
إجمالي تمويل المالك
565.500
الف مئتان 200.000 تاريخه حتي العقاري البنك من صرفه تم الذي المبلغ اجمالي•
جنيها
بتاريخ 3140برقم
400.000طلبنا مجددا صرف دفعة اجمالية قدرها 4/12/2002
عملية إتمام وقبل للقرض األولي المرحلة عن األخيرة قبل الدفعة صرف عند أن حيث•
جنيه ألف مائتان 200.000 مبلغ صرف في بأحقيتي االئتمان قطاع أفاد الهيكلة
من أكثر استحق ال بأنني أفاد الخبراء قطاع أن إال , المباني أعمال الستكمال
50.000 ال صرف وتم ألف خمسون 50.000
ألف وثالثون وخمسه مائتان 235.000 مقدارها دفعة صرف االئتمان إدارة قررت•
وخمسه مائه 135.000 إلي المبلغ بتخفيض قامت الخبراء إدارة أن إال . جنيها
. جنيها ألف وثالثون
7043خطاب موجه إلي البنك العقاري برقم نظير جنيها ألف عشر خمسه جنيه 15000 مبلغ سداد تم•
للمشروع الجدوى بدراسة البنك قيام
د.أ مكتب المشروع استشاري أوصي المشروع بدء عند•
أن للمبني أساس لوضع يستلزم بأنه الغمراوي مصطفي
وقد خرسانية فرشه تعلوها خرسانية خوازيق دق يتم
400.000 إلي وصلت بتكاليف المرحلة هذه أتممت
. جنيها ألف أربعمائة
قطاع بين النظر وجهة في خالفات من أكثر حدث •
. بالبنك االئتمان وقطاع الخبراء
7/6/2004
أشرنا إلي اإلعالن المنشور بجريدة األهرام عن حاجة بنك اإلسكان إلي مقر له داخل مدينة
بني سويف وقد عرضنا المساحة المطلوبة التي تصلح كمقر لبنك اإلسكان والتعمير وانهينا
الخطاب بالتالي
أننا نعرض علي سيادتكم المساحة التي ترونها مناسبة للمقر وباألسعار و وفقا ألسعار السوق
. السائدة
لمديونيتنا تجاه البنك العقاري" أننا نلتزم بإيداع كامل حصيلة البيع سداد" كما انهينا الخطاب
بتاريخ ( صور 10+ اصل ) خطاب وارد إلي البنك العقاري
:موجه إلي سيادة رئيس مجلس اإلدارة اخطار البنك بأن الهيكل الخرساني للمبني قد انتهي أوضحنا
:أسباب تأخر العمل يرجع إلي
تأخر صرف الدفعات من البنك 1.
.تأخر إعمال المقاولين 2.
طلبنا إعادة هيكل القرض 3.
15/2/2007
2-2:تاريخ الفندق و عرض المستندات
التاريخ ملخص المستند التبعيات األعباءلألسف لم يبادر البنك في تعويم العميل
واضطر العميل بعد ذلك تدبيرها من ,
موارده الذاتية وهو مبلغ
جنيه مليون وثالثمائة 1.300.000
ألف جنيه
فوجئنا بارتفاع تكلفه توصيل المرافق للمشروع •
وفرض تبرع إجباري علي إجمالي المساحة لألدوار )
(المتكررة للمبني
نطلب بدء عمل والتشغيل قبل انتهاء مهله اإلعفاء •
2009مايو لسنه 30الضريبي في
: 644خطاب وارد إلي البنك العقاري برقم
الصرف كان يتم مباشرة للمقاول ، وكان البنك يتأخر في صرف الدفعات أن •
أن المقاول بصرفه مباشره ( يمكن مراجعة السجالت طرف البنك ) المستحقة
كان له التصرف الكامل بالدفعات المنصرفة وكان يقوم قبل أي أعمال بالمنشأ
.بتحصيل فروق األسعار مقدما باإلضافة إلي تحميله لنا غرامات تأخير
4/2/2008
:وتمثلت تلك األضرار في تأخر توصيل التيار الكهربائي للفندق وبالتالي •
تأخراالفتتاح مما ترتب عليه ضياع اإلعفاء الضريبي
. تحملنا بفوائد رهيبة تجاه البنك العقاري •
استمرار دفع مرتبات شهريه لعماله تم التعاقد معها •
إلدارة و تشغيل الفندق
د محافظ بني سويف إلي رئيس قطاع الكهرباء وذلك لتوصيل .خطاب موجه من أ
698311التيار الكهربائي للمبني رقم حيث تم مناشدة سيادتة التدخل لتنفيذ الموافقة بين إدارة الكهرباء ورئيس الوحدة •
تم استعراض .وذلك لتوصيل التيار الكهربائي 2000/ 2/ 22المحلية بتاريخ
األضرار التي أصابتنا نتيجة رفض هيئه الكهرباء توصيل التيار
22/6/2008
تم إخطار البنك بالواقعة التي حدثت ودخول البلطجية •
9/12/2008واالستيالء علي مدخل الفندق بتاريخ
إلي أننا فوجئنا بهجوم مجموعه من 1/12/2009تقرر افتتاح الفندق في •
, . البلطجية دخلو الفندق عنوه وتم استيالئهم علي مدخل السلم األساسي للفندق
23/11/2008
11/1/2009 صدر قرار المحامي العام بتمكيننا من المكان وبدأنا الترتيب واإلعداد لالفتتاح•
17/1/2009 تم تسليمنا المكان من قبل قسم شرطة بني سويف•
2009/ 3/ 23خطاب وارد إلي البنك بتاريخ •
تم إخطار البنك بأنه تم عمل افتتاح تجريبي للفندق وذلك يوم الجمعة الموافق •
2009مارس لسنة 13
23/3/2009
Management Team & Planning Management CV’s (1/3)
From-To Position Hotel/Company
األن:2008سبتمبر سيتى سنتر أوتيل مدير عام
.2008اغسطس:2008يونية فندق المروه مدير عام
". 2008يونية: 2007أكتوبر " بجامعة النهضة مديرعام المدن الجامعية
". 2007سبتمبر : 2003مايو " مركز المؤتمرات جامعة بنى سويفب المشرف العام على تنظيم المؤتمرات
".2007سبتمبر : 2003مايو " فندق ومركز المؤتمرات جامعة بنى سويف المشرف العام على
بالمركز االجتماعي جامعة القاهرة رئيس قسم العالقات العامة 2003أبريل :2002مايو "
".اآلن: 2004يوليو" بمركز تدريب علوم الحاسب اآللي بكلية اآلداب مدرب حاسب آلي
".اآلن: 2004سبتمبر" بمركز الدراسات المالية و التجارية بكلية التجارة مدرب حاسب آلي
2002ابريل:2001ديسمبر بفندق زاك مدير المكاتب األماميه
2001نوفمبر:2000اكتوبر فندق لوروا الغردقة مدير المكاتب األماميه
2000سبتمبر:1999ديسمبر بقرية حور بالس الغردقه مدير المكاتب األماميه
بفندق جراند ريزورت الغردقه نائب مديرالمكاتب األماميه 1999نوفمبر:1998مايو
Name Ayman Fedway
DOB
Position General Manager
From/To Position Hotel
Dec. 2006 - Till now Asst- F.O manager & G. R .O
lotus-Hotel Dubai- U.A.E.
Nov. 2005 - Nov. 2006 Secretary (AI-Tanmyah Subsidiary Co. Dubai Islamic Bank) Dubai- U.A.E.
Dec.2001 – May 2002 Receptionist AI-Bakri Hotel Egypt
May2002- Oct 2005 F&B Manager AI-Bakri Hotel Egypt
Nov . 1999- Oct. 2001 Accountant Mohammed Abdul Aziz Al-Saeed Furniture House Al Reyad - K.S.A.
Dec. 1997 - Nov. 1999 Supervisor Happy Days Dinner Restaurant Jeddah - K.S.A.
*Jul. 1994-Aug 1995 Waiter supervisor Beach Al Batros Hotel Alghardaqah – Egypt
*Aug. 1995-Sep. 1996 Waiter supervisor. Egypt Sand Beach Hotel - Hurghada
*Nov. 1996- Oct 1997 Waiter supervisor Three Corners Hotel - Hurghada
Name Ahmed Morsi
DOB 73
Position Asst Front office Mgr
Management Team & Planning Management CV’s (3/3)
From-To Position Hotel/Company
2009- Date Purchasing Manager City Center
2002-2007 Purchasing Clerk Salt & Pepper Zamalek
1997-2002 Asst Purchasing manager Meryland – Heliopolis
1995-1997 Runner Purchasing Andrea Maady
1993-1994 Operator & Receptionist Sendibad Group Hurghada
From-To Position Hotel/Company
2009-Date Asst Chief Accountant City Center Hotel
مدير جمعيه سيدات االعمال 2005-2008
2003-2004 Accountant مشروع القروض في جمعيه سيدات االعمال
2001-2002 Accountant مشروع التنميه الشامله مع هيئه كير الدوليه
2000-2001 Accountant 2000شركه التامين االهليه مؤقت عام
Name Abdel Ghany Abbas Helmy
DOB 20/10/74
Position Asst. Chief Accountant
Name Emad Ghobrial
DOB 1/5/79
Position Financial Controller
From-To Position Hotel/Company
2009- date Financial Controller City Center Hotel
2008-2009 Chief Accountant Healthy Foods Egypt Com.
2006-2008 Snr Account payable. Dreams Beach Resorts Sharm Elshik
2004-2005 Cashier Swiss Inn Stella de mare
2005-2006 Receiving Clerk Swiss Inn Stella de mare
Name Ahmed Ragab Abdel Wahab
DOB 1968
Position Purchasing manager
From-To Position Hotel/Company
1988-1989 Accountant Saudi Arabia
1999-2000 Accountant Saudi Arabia
2004-2005 Sales Rep Saudi Arabia
2005-2006 Accountant Qatar
1999-date مدير مكتب عمل بني سويف
Names Magdy Ibrahim Youssef
DOB 8/9/61
Position Personnel Manager
Business Assessment SWOT : Strength
Advantaged Hotel Property & Location : • Hotel property of a average look however could be considered as on top of the competition despite being operating for short
period of time • Lately a new construction law was issued that prohibits construction buildings to exceed seven floors , this would affect positively
the selling price per square meter for selling & renting options for vacant space not utilized. • The property contains Various vacant floors that are still not utilized that could be utilized in various investment , accordingly this
would grant financial solution for financial issues facing the Hotel
First Mover advantage (as the first 3 stars Hotel in Town): • The hotel has the potential (with some investment ) to obtain the position as the only hotel that would provide good quality
service and decent stay • Once the hotel started new product offering (as business hotel) could obtain a good market share • Currently the government has raised ranking requirements (this would be applied for new entries to the market) this would be
favorable to city center to enjoy uniqueness as 3 stars hotel .
Staff Selection : Knowledgeable and friendly staff. • The Hotel succeeded to grab knowledgeable and experienced staff through in some functions other than the competition • Friendly, hospitable staff offers personalized customer service • The hotel is advantaged than other competitors that operate with less qualified staff
Barriers for Entry to the hospitality industry locally Locally :
• Within the new construction Law , other entries to this market would be more costly , accordingly City Center would enjoy a period of
• uniqueness in product offering. 3 Stars Ranking for New hotels
• New comers to this market would incur high costs in property setup , that would result in higher pricing in room rates.
Business Assessment SWOT : Weakness (1/2)
Weakness Program
Hotel property - Critical issues : The hotel was constructed by third party construction company with minimal quality standards Interior decoration lacks any professional standards & common hospitality standards
Top Management (owners) knowledge of Hospitality Business Usage of Automation in various cash Control areas :
Cashiering : should be automated using a simple application that would control F&B related costing/and Statistics
Lack of clear Marketing & Sales agenda and Absence of strong Sales Function) Currently there is no marketing Function and clear offering etc /
Hotel Positioning and Market Understanding : Segmentation of business was not clarified into corporate / Walk-in / and Travel Agencies etc
Absence in various channels : Corporate channel : that would be one of the most important
Sales Channels Definition / Pricing: • Sales and Discount structure is not applied accordingly • Currently there is no marketing plan nor sales plan to achieve • No corporate rates applied - Discounted corporate rate would increase awareness of the hotel & facilities and discount granted to
this segment. • Travel agencies were not approached yet , missing a segment that would participate in increase in room occupancy year round • Travel Agency relation that would grant further rooms occupancy percentages
Sales Team Structure - Sales Tools : • Operations started without a clear Marketing/Sales Plan, accordingly target was not set by the beginning of operation. • Sales literature lacks no brochures and sales tool kit are available to promote hotel outlets and facilities • Lack of knowledgeable strong sales Team , and consistency in sales visit to achieve sales figures
Other Marketing Tools required : • Currently the hotel does not own a website that would enable high visibility to hotel services / location • Current hotel Logo Does not reflect the image required for Positioning , accordingly need to be redesigned
Hotel Product offering to corporate Segment: • Currently The hotel lacks a clear product offering to corporate as in Corporate rates (Discounted Rates for Companies) , • Lack of conference rooms / break-out rooms • Catering sales not optimized
Marketing Strategy developed
Business Assessment SWOT : Weakness (2/2)
Weakness Program
Hotel Ambiance & interior decoration: Hotel Entrance : Front Desk and Lobby Areas
• Property was assigned to contractors with lack of experience • Color schemes of lobby area is not ideal , needs redesign and more professional look • Hotel facing (ground floor) is not spacious
Rooms : • Currently The hotel is operating with 40 rooms , yet 4 suites has to be furnished soon increase rooms
offering • Hotel Rooms and public areas need decoration change / Specially in room look • Rooms Decoration as Bed Covers/ Curtains / other minor in room facilities also the upholstery for suites
need urgent change to upgrade rooms ambiance • Corridors and passages on floor levels are not presentable repaint is needed
Public areas fire and Industrial safety :
• Despite having basic fire safety measure are in place however requires review and maintenance to be operating properly
• Industrial Safety authorities should review and approve the property.
Food & Beverage Outlets : Coffee Shop : • Coffee shop design is not of industrial standard as furniture is based on sofas not on restaurant / Very Poor
Design and Ambiance • Lack of Air Conditioning units at the coffee shop , accordingly would not be the ideal outlet for guests and
customers
Main Dinning Room :
• Ambiance of the outlet requires some decorative items (Paints) and other plants would uplift the look of the outlet
• Buffet look and Setup requires urgent • Menu look and design needs to be considered
Business Assessment SWOT : Opportunities
•
To be the Only 3 Stars Ranked hotel in Beni Sweif : • The only Hotel in town that could be classified as three stars hotel, no other hotels in the city with such advantage • The hotel is advantaged in service offering to the market (with consideration of the location , and socio-economic classes) • Hotel is almost 90% ready to be ranked as three stars hotel. • Competition lacks to the hotel lately within last few months grabbed considerable market share
Investing Vacant floors in Selling/Renting space: Property has lots of potential in expanding in services offered due to four story building that would utilized in various investments.
• The property is located next to Beni Sweif train station (down Town) next to plenty of transportation facilities specially for this destination
• Utilization of four floors in various investment options would grant cash stability and healthier financial situation. Various local and International Banks started to operate in the city might be a good opportunity to sell or space to other non operating banks in the city however with consideration hotel facing of the hotel might hinder the opportunity as ground floors are the most desired
Franchise F&B outlets to International / Local chains: • A good opportunity for the Hotel to franchise part of the hotel to locally known chains as (cook Door/Americana/ and others)
Operate a Distinctive Restaurant (Self Managed): • Due to lack of outlets Distinctive restaurant in the city I would think if city center would operate a distinctive outlet would be
successful.
Achieving Sales target through corporate segment Clear Growth in Corporate Market : • The hotel should be the reference in hospitality : and the reference of service for corporate customers to provide remarkable service
for this segment. • To offer a complete service for Businessmen and Corporate both (Short/long term) guests. • Increase meeting offering • The hotel should operate a basic Business Center that would be a unique service for city. • The City has witnessed growth in various industries and opening of various organizations on both Local and Multinational levels
Growing Governmental/ Investors focus to Upper Egypt and Beni Swief • Currently the government is focusing on developing Upper Egypt that would reflect in growth in corporate market. • The city has also witnessed excessive growth in
Food & Beverage Offering / Competition : • As Bani Swief is s a business destination, catering to businesses and factories would be a good opportunity specially with the lack of
any international or Local Chains • Currently other competitor is offering an large amount of meals for corporate customers , accordingly, City Center would grab a
considerable shares of this market
Business Assessment SWOT : Threats
False Entry to potential corporate Market segment : Current Hotel Decoration and look for Public areas , Rooms and Facilities would give a wrongly positioning to hotel and could risk business potential ( Face-lifting for Rooms /Lobby and Public areas is required)
Owners involvement in Hotel management (Split Hotel Ownership / Management is required)
Owners are currently involved in hotel management , meanwhile lack of solid track-record in hospitality industry with consideration of hospitality business sophistication across various functions as F&B Cost Control , Service Standards etc , would result into :
Opportunity loss for growth in various Channels specially corporate Wrong positioning for hotel and loosing potential business Obvious risk to Hotel income
Sever Defects Finance and Internal Controls and bookkeeping : Sever defect in finance function could risk hotel income and internal controls
Financial Stability, Flexibility to upgrade Due to financial implications and installments it is critical to
achieving Business Plan is critical to fulfill Bank Loan issue : Due to lateness in starting hotel operations , cumulative due bank interests could risk the loss of the property if a legal action is taken by the borrowing bank .
Industrial Safety and Authorities certification Despite the hotel has initial fire fighting equipment however legality issues must be cleared , also a small Generators should be installed Also certification from the authorities is critical to avoid any legal actions that could be taken by the authorities
Criticality of Marketing & Sales Function setup to achieve financial targets : Marketing and sales could be new to Local market (on three stars hotel level and locally in beni Swief) however it is critical to promote hotel facilities and services to achieve financial goals & objectives, there is a great risk in not achieving
Lateness in ranking the hotel as “three stars hotel”: Lateness in ranking would result in losing first mover advantage as the First 3 stars hotel Locally, specially there is growing interest in the city on corporate levels , and becoming an industrial zone
Business Strategy 1. 3 Increase Income (Rooms& F&B) : Travel Agency (2/4)
Hotels Egypt Tripadvisor.com Booking.com Egypt.Hotel.Advisor.com Egypt- Accommodation
Site link hotelsegypt.net Tripadvisor.com Booking.com Egypt.Hotel.Advisor.com Egypt-Accomodation.com
Local Local Local Local Local Local
Local Areas Cairo-Alex-Luxor-Aswan-Sharm Cairo Hotels /Dahab Hotels /El Gouna Hotels /Giza Hotels /Hurghada Hotels /Luxor Hotels /Marsa Alam Hotels /Nile River Valley Hotels /Red Sea and Sinai Hotels /Sharm El Sheikh Hotels /South Sinai Hotels /Taba Heights Hotels
41 Hotels in Egypt , Egypt is one of the Top destinations (for this sites ) From 1- 5 Stars Hotel,
Alexandria/Cairo/El Giza - Cairo/ Hurghada/Luxor /Sharm El Sheikh
Abu Simbel /Alexandria/Aswan/Cairo/Dahab/El Gouna /El Qusier/Giza /Heliopolis/Hurghada/Ismailia /Luxor/MarsaalamNuweiba/Safaga/Sharm El Sheikh/Taba
Website Required Not Required Not Required Not Required
International None International International None None
Ranking hotels 3-5 stars 2-5 stars 1-5 Stars 1-5 4-5
Online reservation Yes Yes Yes Yes not working
Services Yes Yes Yes Yes Yes
Rates Yes Yes None Not all hotels are rated
Comments Average Design / Local Look Good site/ Rich content Organized /Pictures of Hotels/ / Rating for hotels/ (Starting from 28 Dollars Affiliated with booking.com Includes guest comments
No Booking Professional site Speaks your language Fees-
Average Design Site Easy Navigation
there is not a big quantity of hotels Not all hotels are rated Good Classification by area
Other Services Tours Also included Includes maps to reach location / Hotel website is not required/ Flights/restaurants
Airline reservations/Rent a car/ our services
Business Strategy 1. 3 Increase Income (Rooms& F&B) : Travel Agency (3/4)
Hotels.com Egypt
Reservation.com
Egypt Hotels Database
EgyptGuide.Net SolMelia.com Agoda.com
Site link Hotels.com Egypt reservation Center EgyptHotelsDB.com EgyptGuide.Net Solmelia.com Agoda.com
Local Local Local Local Local Local Local
Local Areas AIN SOKHNA/Alexandria/Aswan/Cairo/Dahab/ElGouna/ElQuseir/Giza/Hurghada/Luxor/Makadi Bay /Marsa Alam /Marsa Matruh/Nuweiba/Ras Sudr /Safaga /Sharm El Sheikh/Soma Bay/Suez, Taba,
Cairo, Luxor, Aswan, Sharm El Sheikh, Hurghada, Alexandria, (Includes - Other Location )
All Cities of Egypt Sharm Only Four Hotels • Abu Simbel• Al Fayyum• Alexandria• Aswan• Bawiti• Cairo• Cairo Airport• Coraya Bay• Dahab• El Gouna• Giza• Hurghada• Ismailia• Luxor• Makadi Bay• Marsa Alam• Nuweiba• Quseir• Safaga Saint Catherine Sharm El Sheikh St Catherine Taba
Search Capabilities Country - City No Search only Listing None Local Search by Hotel Name/ A list of 20 Pages for Hotels / Filter by Hotel Ranking (3-5 Hotels)
Yes - Displays only 4 Hotels Country - City
Website Required None None
International hotels Yes None None None Yes None
Ranking hotels 2-5 2-5 4.5-5 not operational 4 0-5
Online reservation Yes No No None Yes Yes
Services Yes Yes No None Yes Yes
Rates Yes None Yes None Yes Yes
Comments Poor Quality Site / Poor Design Easy to Register for 3 CCH - (Classified other Locations) Claim to have office IN UK ?
official Site for the ministry of travel & Tourism Poor Quality Site / Bad design
(BS) is in the list no hotels Quick Listing 483 Hotels Found for Egypt
Good Quality Site Only Four Hotels Listed Only Sharm El-Sheikh
In need to Add City / Hotel
Other Services Includes other services as : Nile Cruisers Live Aboard Red Sea Boats Restaurants, Bars & Discos Casinos Golf Courses Tour and Travel Companies Trains, Buses & Airlines Rental Cars Dive Centers & Windsurf Centers Internet Cafes
Business Strategy 1. 3 Increase Income (Rooms& F&B) : Travel Agency (4/4)
Site Name Egypt Bot Hotel Club Hotels-Egypt-
booking Asia Rooms .com Hotel Travel.com Hotel In Egypt.net
Site link EgyptBot.com HotelClub.com Hotels-Egypt-Booking.com Asiarooms.com/egypt/ HotelsTravel.com/egypt HotelInEgypt.net Local local local local local local local Local Areas All - Areas - Abu
Simbel/Alexandria/Aswan/Cairo/Dahab/Ein El Sokhna/Giza/ Hurghada/Luxor/Marsa Alam/Sharm El Sheikh/South Sinai/ St Catherine/Taba
Cairo/Alexandria/Sharm EL-Sheikh/Taba
Abu Simble/ Alex/Aswan/cairo/Dahab/El-Gouna/Hurghada/Luxor/Marsa Alam/Safaga/Sharm/St.Catherines/Taba / Western Desert
Most of Egypt Cities / List / Sharm El Sheikh (153) Hurghada (97) Cairo (86) Luxor (38) Marsa Alam (30) Alexandria (18) Dahab (18) Taba (15) Giza (13) El Gouna (12) Aswan (11) Nuweiba (8)/ Heliopolis (Ancient) (6)/ Madinat Makadi (6)/ Safaga (5)/ St Catherine (4)/ Ain Soukhna (4)/ Zamalek (4)/ El Quseir (3)/ Siwa (3)/ Soma Bay (3)/ Baharia Oasis (2)/ Abu Simbel (2)/ Port Said (2)/ Marsa Matruh (2)/ 6Th October City (2)/ Dokki (2)/ Sahl Hasheesh (2)/ Faiyum (1)/ Al Kharga Oasis (1)
Search Capabilities No Search Engine / Listing by Location only
None / Listing only
Country/City Search by City & Listing Sorted by City
Website Required None None None International hotels None Yes Yes Yes Yes None
Ranking hotels 0-5 3-5 3-5 3-5 3-5 3-5
Online reservation Yes Yes not visible Yes not included Yes Services Yes Yes Yes Yes Yes Yes Rates None Yes None Yes Yes Yes Comments 409 Listed Hotels
Only Listing No Images Poor Quality Site Includes other Info About Egypt as
Good Design Instant confirmation For reservations !
Poor Quality Site Includes Arabic Version !
Organized Good Looking Site Rich Contents Guest Feed-back About hotels requires booking Dates prior to hotel Selection
Booking Dates / Destination for hotel review Includes map for Egypt only / not for hotel Selection
Other Services Arts & Humanities/ Business to Business/ Computers & Internet/ Economy/ Education/ Egyptology/ Entertainment/ Government/ Health/ History/ News & Media/ Recreation & Sports/ Reference/ Science/ Shopping and Services/ Social Science/ Society & Culture/ Tourism
Travel Links Destinations/Hotel Chains/Airlines/Airports/Travel Services/Trip Planner/Great Deals/Book a Flight/Rent a Car/Ski Vacations/ Travel News/Newsletter