DOUBLETREE BY HILTON ISLINGTON

  • Brought in to transition a Jury’s Inn to a Doubletree by Hilton operated under a Franchise Agreement.
  • The mindset, processes and practices had to be developed and the team had to be coached to deliver to the enhanced expectations of the Hilton Brand.



INVESTMENT STRATEGY ACHIEVED

  • Great emphasis was placed on driving a change in Culture from a Jury’s Inn to a Hilton.
  • Focus was on strong cost control whilst unleashing the power of the Brand in terms of Revenue Maximisation and strong Customer Service, maintaining and building customer loyalty.
  • An enhanced Service Culture was developed whereby service was measured in a much more enhanced manner and became a key focus for the entire team.
  • Departmental Goals and Targets were established to align overall objectives throughout the entire Hotel.
  • Enhanced Revenue Management was introduced to significantly improve the Rooms Revenue performance and growing Market Share became a focus.
  • An Organisational and Staffing Structure was implemented that would enable the positioning to be delivered and in an organised and profitable manner.
  • Meeting Room space was converted into 22 new hotel bedrooms.
  • Office space was converted into Meeting Rooms.
  • Profit grew significantly through a growth in Rooms Revenue and Conference and Events revenues, with EBITDA % growing from low 40’s to 49%.
  • STR share grew from an RGI that was historically in the low 90’s to above 110.