New owners of luxury apartments wanted to exit the existing hotel management agreement and trade under their own brand, they had a seven-day window to undertake the implementation of new technology platforms across revenue management and distribution channels - a project that would normally take four-six weeks to complete. 

Hotel approached RevenYou in 2021 as they were transitioning from a franchise agreement to becoming an independent property. Their biggest concern as they rebranded was how to market themselves back to their existing corporate client base. Previously, corporate contracting had been the responsibility of the franchise sales team and the hotel now had to undertake this important role but were unsure of where to start, who to contact and how to contract a rate.

After returning home to Australia in early 2020, the owner inherited the family’s historic homestead located within 30 minutes’ drive of a popular Victorian tourism destination. Undertaking significant renovations to deliver a unique, and luxurious, accommodation experience in central Victoria, guests can now take a step-back-in-time to another era, whilst being able view the family’s rich pastoral heritage with the property continuing to operate as a working farm.

The owners purchased the property in 2019 with the expectation that it would be a defensive investment – generating a consistent income, rather than growth – and that they could put a manager in place and see the rewards grow.

Family owned for 20+ years, the property had been struggling pre-covid due to a downturn in visitor numbers to the region. Not seeing any direct benefit from the significant growth experienced throughout the area during 2020 and 2021, the owner was referred to RevenYou by their PMS supplier.

The owners purchased this property in 2021 and began the process of renovating what was quite a rundown and unloved business. After the pub was fully refurbished, the accommodation was upgraded with new bathrooms and furnishings, new carpet laid and all rooms painted.

After making a significant investment to undertake a full renovation of the property, the new owners were becoming increasingly frustrated by the onsite management team’s inability to return a profit and improve the value of their asset.

A family owned, and operated, property for several years - their primary focus had always been on delivering exceptional food and beverage experiences. The appointment of a General Manager – a new position for the business – was made with the primary objective to identify operational areas of improvement specifically within the accommodation experience that would result in improved revenues.

The property had been open for three months but was experiencing significant overbooking issues leading to guests arriving with no reservations; unmanageable event periods; the owners incurring large relocation costs and considering closure; with the onsite team extremely stressed and close to leaving.

After listing on Airbnb for a period of time, the property was not achieving its full revenue potential for the owners who did not have the knowledge, or the time, to devote to growing their business investment.

The new leaseholders, who have extensive experience running motels, reopened the property which had been closed and in receivership. A number of environmental issues contributed to the challenges that the property faced upon its reopening including Google Maps updating their directions so road trippers heading to Brisbane diverted away from the motel, hence limiting the ability to attract the regular passing traffic.

The property had been operational for 10+ years and was achieving a consistent performance year-on-year in terms of occupancy, ADR and REVPAR. With the appointment of a new Sales & Marketing Manager, it was determined that there was opportunity for growth in occupancy, top line revenue and nett profit – which would be undertaken through the execution of a new strategic plan incorporating a variety of new sales and marketing initiatives; together with a review of the existing booking platforms which were not being fully maximised.