Dedicated support for
hotel performance & development

Expert in hotel performance audit, hotel business plan & monitoring of the hotel operator for property investors and funds

As an expert in the hospitality industry, we assist our investor clients in implementing the most appropriate strategy to enhance the value and performance of their hotel assets in line with their business plan. In the field, we guide and challenge hotel operators on economic, technical and operational aspects.

As the missing link between the investor and the hotel operator, Honotel MDO helps to ensure that all interests of both parties converge and create maximum value.

Based on the Honotel Group’s proven expertise in hotel operations, our tailor-made support tender dedicated to the analysis and improvement of assets is based on a set of rigorous processes. In order to assist our clients who are property investors (SCPI, OPCI…) in achieving the objectives set out in the business plan, our mission is divided into 4 phases:

  1. Asset audit
  2. Business plan & 360° strategic plan
  3. Monthly reporting for wall & fund investors
  4. Analysis of annual performance for property investors

Performance support & hotel development


Asset Audit
Thanks to a proven methodology of analysis on more than 100 hotel assets on behalf of institutional investors and financiers, we are able to establish a report detailing the intrinsic characteristics of each asset: its specificities, the consistency of its positioning with regard to its primary area and its competition, the benchmark of its performance, the review of its operating projections, the prospects for recovery of its business following the impact of Covid-19.
We then issue an opinion on the quality of the asset and its management in its environment and recommend ways of optimising the situation if necessary.
Business plan & 360° strategic plan
The cornerstone of our tender, the 360° strategic plan has been designed as a real roadmap for the next 5 years. It is built to fit perfectly with the investor client's business plan and details the path to get there by means of: marketing based on the product and its position in the market, improving management, which can involve renegotiating contracts with suppliers, annualising working hours, using outsourcing companies, the Capex programme, with a careful balance between maintenance and repositioning investments.

While the economic, technical and operational dimensions of these issues are taken into account, the nature, cost and timing of the actions to be taken to achieve the objectives set out in the 5-year vision for the asset vision challenged.
In addition, the strategic plan makes it possible to determine performance indicators (KPIs) and to have managements tools in place to challenge the hotel operator on the ground.
Property investors & funds: monthly reporting
While the interests of investors and hotel operators in charge of operating their assets may sometimes not be aligned, Honotel MDO monitors the work of the operators on a daily basis and ensures that their obligations under the management contract are met. For example, prior to the monthly meetings that we organise, we screen the hotel operator's report against its objectives and obligations.
Property investors: annual performance review
Honotel MDO carries out annual reviews on the valuation and performance of its property investor clients’ assets (SCPI, OPCI...), These analyses make it possible to anticipate possible structural or cyclical difficulties of the lessee hotel operator in paying rent or renewing the lease. In particular, we support our clients in the annual performance review and the review of budgets for the following year.

Case study: supporting a leading institutional investor

In 2016, the asset management department for a leading institutional investor entrusted Honotel MDO with the task of analysing and improving one of its assets: a 4-star Parisian hotel with over 400 rooms. We helped them to define a strategy for the performance and development of the hotel, and since then, we have been monitoring the international hotel operator responsible for its implementation on a daily basis.


Current situation & objectives accomplished

Between 2016 and 2019, the hotel’s EBITDAR increased by 21%.

To achieve this, we began our mission with a detailed audit of this major Parisian carrier, highlighting its strengths, weaknesses, opportunities and threats. Then we built a 360° strategic plan to carry out the owner’s business plan. It includes our five-year vision for the asset and its marketing, management and works programme objectives.

By challenging the hotel operator on the flexibility of its average pricing policy for this asset, we achieved excellent performance with very strong growth in occupancy and market share between 2016 and 2019. Our management of budget negotiations and human resources policy, in particular, are also very beneficial.


We put our expertise at the service of investors to maximise their performance. Thanks to Honotel’s dual expertise in investment and hotel management, we assist investors in a wide range of business issues such as opening a hotel or bringing an ERP system into compliance.

Yann Odile, President
Executive Director of Honotel MDO
Yann Odile
Compliance Director
Yann Zorn

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