Hotel Asset Management (HAM) services evolved in concert with the growth of hotel management agreements. Over the past two decades, as international hotel chains grew their network and sold off their ownership of hotel properties, the need for hotel asset managers emerged. While this service is developing with new players, new markets, and even new academic courses, hotel asset management remains a misunderstood/undervalued function for hospitality outsiders.

The purpose of this article is to present hotel asset management in a straight forward fashion.

Who needs HAM services?

In the hotel business, the post-signature phase of operators’ M&A implies integrating existing operating systems such as the reservations, revenue management, or PMS to mention a few. It also requires the assimilation of a different culture, processes, procedures, brand, and in the hotel business, loyalty programs. As a result, the M&A can affect an owner doing business with an operator. In the table below, we list the possible issues that are most likely to emerge as a result of the M&A. Next to each issue we suggest actions and steps that owners can take to best manage this M&A trend amongst operators.

As the operator’s attention is on its internal process, we recommend actions that would maintain the focus on the property, for instance:·  Meeting regularly with Regional VP·  Sending formal letters asking for regular updates on S&M and operation oversight·  Take control of revenue management and request accountability.

Why hire a HAM?

In a hotel management agreement, the owner hires a hotel operator to manage the daily operations of the hotel business. But like in any contractual relationship, interests do not always align. Hotel operators are focused on protecting their brand standards and growing their network and scale. Hotel owners, on the other hand, are concerned with their particular properties(s) and increasing its value through enhanced profitability.

While, these interests often meet in a hotel management agreement, the balance is not always optimal for the owner. The divergence of interests starts at the negotiation of the hotel management agreement. It can be difficult and costly for non-hospitality professionals to identify the right operator, best terms and foresee future problems.

Then, during operations, there are several steps where a special set of skills combining hotel operations and financial management are required. The regular detailed review and analysis of the financials (P&L, balance sheet, budgets, cash flow and plans) is one example. The approval of the Capital Expenditure is another instance where specialist knowledge is required. Similarly, during daily operations, there are elements, such as accounts receivable, which can be neglected by operators and which can improve the cash flow of the owner. There also are significant costs associated with the operator which need to be monitored, controlled and rationalized.

Most importantly, a HAM ensures that operators use the latest techniques and international best practices in terms of hotel sales & marketing, revenue management, social media, and food & beverage, whilst controlling and maximizing the best flow through to profit.

What to expect from a HAM?

The services of a HAM encompasses three core functions: the review of financials, the control and enhancement of operating performance and legal / investment advice. The focus on one area over another varies with the type of property, the market, and the owner’s needs.

The review of financials includes the evaluation and analysis of the budget submitted by the operator which has to be approved by the owner. This subsequently moves into a regular cycle of reviewing the on-going operations from a financial and operational perspective.

The control and enhancement of the operating performance is the central service of HAM. It includes benchmarking, evaluating the alignment of the sales and marketing efforts, evaluating the hotel organizational structure, and representing the owner’s interest in any critical negotiation.

Whilst it is difficult to measure the impact of these services across the board, based on our experience, we estimate that a HAM can enhance departmental profits by 3 to 5% and Gross Operating Profit margins by 5 to 15%.

The legal and investment services include advising on capital expenditure assessment, real estate conditions, investment timing, forms of ownership, capital and debt structure.

What are your options?

As mentioned above, HAM services are quite recent addition to hospitality services, as they emerged approximately twenty years ago. Therefore, it is a profession which is still expanding in todays’ rapidly changing hotel business climate (especially with the consolidation of operators). But to keep it simple, there are three types of players.

Firstly, large consultancy and real estate firms which are present at international level. They offer harmonizing services such as brokerage, feasibility studies, debt and structured finance, and valuation services. The HAM drives value and benefits from large integrated platforms, centralized resources and synergies from other business units.

Secondly, there are smaller independent HAM companies, such as Global Asset Solutions. These HAMs concentrate in key areas or geographic markets and focus on specific HAM services. They attracted to owners who look for a more personalized service and want to have an independent HAM. Investors seeking the synergies of integrated consultancy services may be best served by large international firms. Whereas, hotel owners wishing to protect their interests and separate their HAM needs from other consulting services (e.g. valuation or brokerage of a competitor hotel) may be best supported by independent HAM companies.

Finally, other owners may hire an in-house asset manager on their team. The shortcomings of this option are that after a few years, the systems of control in place becomes a routine and prevents the identification of new ideas to enhance the profitability of the business. Also, it is less flexible than hiring the services of an external HAM, and it may lack the ability to benchmark best practices from other experiences and markets. Nevertheless, this option remains interesting for multi-property owners.

Tips on selecting a Hotel Asset Manager:

In summary, what to look for when selecting a HAM:

  1. The alignment between your culture and values and those of the HAM
  2. The HAM’s experience in the type of property you invested in
  3. The HAM’s international experience and exposure to different brands
  4. The HAM’s expertise and how it complements other consulting services without interfering with them
  5. The HAM’s track record and years of experience
  6. Ensuring the HAM is part of the Hospitality Asset Managers Association for learning best industry practices and keep abreast in market knowledge.
  7. The profile of existing HAM client and recommendations from existing owners
  8. Certifications like the Certified Hospitality Asset Manager (CHAM) sponsored by the Hospitality Asset Managers Association (HAMA)


Alex Sogno

Alex Sogno is a Founding Member of the Hospitality Asset Managers Association Asia Pacific (HAMA AP) and Middle East Africa (HAMA MEA), and the CEO of Global Asset Solutions, which provides expert oversight and asset management in the hospitality industry throughout Europe, Middle East, Asia and Pacific. He has lectured frequently and published several articles on hotel real estate finance and asset management. Mr. Sogno is also the co-writer of the ‘Hotel Asset Management’ textbook published by the Hospitality Asset Managers Association (HAMA), the American Hotel & Lodging Education Institute, and the University of Denver.

Inès Blal

Inès Blal (Ph.D., Virginia Polytechnic Institute and State University) is an Assistant- Professor of Strategic Management at the Ecole Hotelière de Lausanne, Switzerland. Her current research involves performance measures of lodging corporations and the impact of the asset-light model. Inès regularly presents her research at academic and professional conferences. She also provides executive education and is the author of case studies in strategic management for the hospitality industry.