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Opening
An opening is a window, not a date. What happens in the first ninety days sets the hotel's rate, its reviews and its reputation for years afterwards.
Getting the operation right
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Getting the hotel sold
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Day 90
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Getting the operation right + Getting the hotel sold + Day 90 +
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Getting the operation right
Soft-opening management. Trial stays, service run-throughs and defect list management. The SOPs go into live practice and get corrected department by department.
Departmental checklists. Operating checklists per department, run alongside the SOPs.
HOD operating rhythm. Weekly head-of-department meetings moving to bi-weekly and monthly once the hotel is stable — reporting, fixes, urgent items.
Guest feedback monitoring. Daily log review, online reviews and partner feedback, with operations adjusted in real time rather than at the end of the month.
Internal audits. Announced and mystery checks to surface service and management gaps while they are still cheap to fix.
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Getting the hotel sold
Launch campaign execution. Opening promotions live across OTA, social, PR and paid media.
Strategic invitation programme. Hosted stays for corporate accounts, travel trade and target partners, chosen against the development strategy rather than by who asks.
Opening event and press stays. Launch event coordination, media and influencer stays.
Ramp-up revenue strategy. Opening rate strategy, pace tracking and early channel weighting — revenue built toward steady, healthy growth rather than a discount spike that takes two years to undo.
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Day 90
A full commercial and operational review with a written action plan: how the hotel performed against the opening budget, what the reviews are actually saying, where the rate should sit now, and what the next quarter needs to fix.
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