CASE STUDIES

A sample of the many projects undertaken by Axis Hospitality and its’ Associates.

InterContinental Dhaka | Dhaka Bangladesh

Sheraton Dhaka

Repositioning a mature property back to a leading position in the market.

Contracted by the Government of Bangladesh to re-develop and reposition the Sheraton Dhaka, an iconic, mature property originally opened as an InterContinental. This task had been attempted by the Owning Company over a period of some 3 years.

 

Axis completed this task in 4 months.

The study involved,

  1. The rapid evaluation of the scope of renovations necessary to regain a competitive market position including expansion of the room sizes, relocation of restaurants, enhancement of pool area and identification of an area for a future room block expansion.
  2. Securing LOIs and business terms from multiple international brands, analyze their strengths and weaknesses and short list brand candidates to 3 brands. The selection process involved a large Board of Directors and ultimately the Prime Minister of Bangladesh, all of whom had to understand the idiosyncrasies of the re-branding.
  3. Assist the Board to select one brand from the shortlist and finalise contract negotiations.
  4. Negotiations included the strategic planning of the hotel closure for renovations and the temporary re-location of employees to the selected brand’s properties in the Middle East.

Hotel Le Meridien Oran | Oran AlgeriaHot_Med

The rapid design-build development of this 600 million euro 200 room Luxury Hotel, Convention Centre, 2,000 sm Exhibition Centre and 3,000 seat Amphitheatre was planned to accommodate the LNG2010 Congress to take place in Algeria

 

within 24 months. Axis was recruited by one of the world’s largest engineering firms to assist the government-backed client Sonatrach, Africa’s largest corporation, to select the design-build group, select a brand and operator, oversee the architectural and interior design, kitchen and back of house service layout and integrate the operator as the property was under construction.

 

Cuban Canadian Resorts | Havana, Cuba

Finalized the Joint Venture between the State-owned Gran Caribe Hotel group and Cuban Canadian Resorts. This involved a process of educating the Cuban State companies about the concept of Timeshare & Vacation ownership and perhaps more importantly learning how to adapt into the Cuban systems.

Coordinated the development of the Master Plan and Designs for Phase One. The concept development waCuban Canadian Resortss conducted by a well-known resort design firm from Spain but required the involvement of the Cuban State architects connected to the Ministry of Tourism. Assembled a team for the development of marketing & sales plan for the timeshare including a Vacation Club concept. The process of planning a legal system of timeshare exchange in which the two exchange companies were restricted by the US embargo, was complex and critical to the success of the transaction.

Coordinated the financing plan for Phase One of the equity and debt financing for this $250 million series of four mixed use resorts in East Havana, Santa Lucia, Cayo Coco and Varadero. The practice of using debt to leverage equity by the Cuban State government was not one that was used at that time and required much study.

A relevant Blog. A Capitalist development in Cuba

Park Hyatt Toronto Yorkville  | Toronto

Park Hyatt

The plan for the re-development and repositioning of the Park Plaza was undertaken by Axis Hospitality whose overall plans and projections attracted a purchaser who,

 

following the renovation of all rooms, suites and public areas, re-branded the property as a Park Hyatt. The plan reconfigured the entry and overall sense of arrival, re positioned the restaurants and bars and developed a spacious and well appointed spa area. The purchaser used the Axis Hospitality re-development plans in their entirety.

http://www.parktoronto.hyatt.com/en/hotel/home.html

Westin Bristol Place  | Toronto Airport

Developed a plan for the acquisition, renovation and re-branding of the Bristol Place at the Toronto InternationaWestinl Airport to a Westin to be managed by Axis Hospitality on behalf of a Canadian investor. The plan, the re-development budgets and

 

forecast of revenues & expenses were completed and the bid was formulated. A competitive bid won the transaction and the property was branded as an Omni for a relatively brief period. It has since been branded as a Westin.

http://www.westintorontoairport.com

 

 

 

Four Seasons Hotel & Calgary Convention Centre  | Calgary Alberta

David McMillan (GM) led the team that developed the ‘first purpose-built’ Four Seasons Hotel to the exacting standards developed at the Inn on the Park in Toronto and London. The attention to the extraordinary details developed in all aspects of

 

the operation touched on the design and specifications of the silver holloware, table height to chair, table width to table-top contents, introduction of French Service to a 2,000 seat convention hall with military precision training of service staff. Selection of special import wines, the list of which won a NY Times award as the best wine list west of New York City. Three members of the kitchen brigade on the Canadian Culinary Olympic Team, McMillan’s successor, John Sharp became president of Four Seasons Hotels. Hotel now a Marriott, contract secured by Michael Beckley, now a Senior Advisor to Axis Hotels and Resorts.

 

El Senador Cayo Coco | Ciego de Avila, Cuba

IMGThe pre-opening planning, management recruitment, market planning, training and the immensely successful opening of this 700 room lagoon/white sand resort,was planned and overseen by McMillan as part of the Canadian partner’s team in this new Joint Venture with the Cuban State-owned Gran Caribe Hotel Group. A unique guest welcome and departure procedure assembling all on-duty staff with musicians and dancing employees was so successful, it was used for all tour bus arrivals throughout the country.

Axis returned to assist the Canadian Owners to re-position and increase the value of the property through the diversification of the market mix, development of products that permitted up-selling that resulted in the successful sale of the asset. The property continues to operate successfully with most of the original employees and many promoted into management positions in this and other properties of Gran Caribe.

El Jefe’s visit to the hotel for the opening ceremonies was enjoyed by all particularly since he stayed around chatting with distinguished visitors long into the evening.