Case Studies - A Hotel Management Group with a History of Success

So you may be wondering, “Did I indeed turn my oven off?”, but more importantly, “What can Broughton do for my property?” We’re proud to say that the Broughton hotel management group is more than just talk. We have a number of impressive statistics to throw your way for hotels that have been with us for more than one year, like:

  • An Occupancy Index of 117%
  • ADR Index of 109%
  • RevPAR Index of 120%
  • GOP of 47%
  • Employee Turnover Rate of 30% Versus the 75% Industry Average
  • Customer Satisfaction Rating of 89.5%

But it’s important to see how this actually translates to individual properties. We’d like to tell you how by sharing some case studies in hospitality management that we’re really proud of.

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  • Chicago

    04/05/12

    THE DOWN LOW:
    Prior to Broughton’s arrival in Chicago, the Inn’s of Chicago portfolio had a great team on the ground running the hotels, but poor management from the corporate office. Rates had not been pushed, and negotiating corporate accounts was not a priority. All three properties were in need of a renovation to stay relevant.

    THE VISION:
    Heighten the profile and visibility of the properties, help them to celebrate the Wrigleyville locale they are in, create fiercely loyal guests and embrace the local community.

    THE RESULTS
    Broughton acquired the Neighborhood Inns of Chicago portfolio in the Wrigleyville area in February of 2008. The properties had been mismanaged for several years prior to Broughton getting involved and in desperate need of a renovation. Broughton stepped in with an aggressive sales and marketing plan, innovative technology in the guest rooms, and freshened up the guest rooms with a new renovation plan.

  • SPANISH GARDEN INN

    04/05/12

    THE DOWN LOW:
    Spanish Garden Inn was a ground up development. During the planning stages and concepting of the hotel, the property was thought to be a high-end Bed & Breakfast geared primarily towards couples visiting the area.

    THE VISION:
    To create the finest downtown luxury hotel catering towards corporate clients, romantic couples, groups and leisure travelers alike.

    THE RESULTS
    Broughton was awarded the management contract for this luxury hotel in May 2001. This ground-up construction project was positioned as the only downtown luxury hotel in Santa Barbara, CA. The hotel opened September 9, 2001—just two days before the attacks on the World Trade Center and the Pentagon. According to Smith Travel Research’s STAR Report, after only one year of operation, the hotel had met the market performance. For the trailing 12 months, the hotel has a Penetration Index of nearly 187% compared to the Upper Tier hotels—meaning Spanish Garden Inn is outperforming the hotels in the top thirty-three percent of the market by 87%.

  • WINE VALLEY INN

    04/05/12

    THE DOWN LOW:
    The Wine Valley Inn had gone through a name change and merge of two different hotels (The Chimney Sweep Inn and the Tivoli Inn). It was very difficult for guests to find the hotel on the internet due to poor search engine optimization and simple URL transfers. The hotel had not only become difficult to find, it had become the worst performing hotel in the market.

    THE VISION:
    Heighten the awareness of the property, create a brand new image and website, market the property and take advantage of the booming wine industry in the valley.

    THE RESULTS
    Broughton was awarded the management contract on this 63-room hotel in October 2004. Since that time, the team has implemented guest service training programs as well as aggressive sales and marketing campaigns. Based on the statistics provided by TravelClick’s Hotelligence Report, the hotel has moved from 0% Market Penetration Index in September 2004 (last place in the market for electronic bookings from travel agents, travel managers, and internet bookings) to 248% Market Penetration for the trailing 12 months. Broughton purchased Wine Valley Inn from its clients in February 2007 and completed an extensive renovation 2nd Quarter 2008.

  • THE GEORGIAN HOTEL

    04/05/12

    THE DOWN LOW:
    The Georgian Hotel historically performed well, but had not been operated efficiently and as profitably as it could be. Some staff had become complacent and were not willing to go after new higher rated business because the hotel was already selling out, with the majority of its rooms selling at wholesale rates.

    THE VISION:
    Create an aggressive new sales and marketing strategy, yield rates properly, shed away all of the wholesale business, and create a leaner organization.

    THE RESULTS
    Lodging Hospitality magazine ranked this historic hotel as the 34th Top Performing hotel in North America based on RevPAR performance. Broughton was awarded the management contract on this 84-room landmark hotel in November 2004. Based on data from Smith Travel Research and the Hotelligence Report, the hotel has moved from fourth place among its competitive set since acquiring the hotel, to first place in Market Penetration. The trailing 12 month RevPAR at The Georgian has grown by 15.1% (the competitive set has grown only 3.8%), while 101% of the increased revenue has flowed to the bottom line. Room rates have grown nearly $100 since we took over, and the hotel is more profitable than ever before.

  • MORGAN

    04/05/12

    THE DOWN LOW:
    The former Orchid Inn was on the verge of bankruptcy and although recently renovated, was lacking professional hotel experience to bring it out of the red.

    THE VISION:
    Purchase the hotel, finish the renovation, reposition and rebrand the hotel as a premier boutique along Highway 1.

    THE RESULTS
    Broughton was selected as Operator of the Orchid Inn in 2007. Shortly after operating the hotel for 6 months, Broughton seized the opportunity to purchase the hotel from its ownership group. After completing the renovation, repositioning and renaming of the hotel to The Morgan, the hotel has continued to out perform hotels in the Hearst Castle area along Highway 1. The property was designed and named after Julia Morgan, William Hearsts’ architect.

  • SPORTSMENS LODGE HOTEL

    04/05/12

    THE DOWN LOW:
    The Sportsmen’s Lodge Hotel is an icon, with rich history and intrigue dating back decades. However, a soured relationship between management and ownership lead to an underperforming asset and a heavily talked about property in the area filled with rumors of closure and tear down.

    THE VISION:
    Clean up the property, take an active approach to control expenses and help reclaim its iconic status in the valley.

    THE RESULTS
    Broughton was awarded the management of the iconic Sportsmen’s Lodge Hotel in January of 2010. Since that time, the hotel has increased ADR by $20, increased occupancy, controlled expenses, begun a renovation of the property, and most importantly, provided ownership with a comfort level that the property is performing better than it ever has since purchasing it.