Hospitality & Tourism Real Estate
Hotel Operations & Asset Management
How a hotel actually makes money and how owners protect and grow that value — the operating P&L, revenue management, cost and profit, the owner-operator relationship, and repositioning for value.
The promise
Read a hotel P&L and protect and grow owner value through active asset management.
By the end you can
- Read the operating P&L and key KPIs
- Apply revenue, cost, and profit levers
- Manage the owner-operator relationship
- Reposition an asset for value
Where this course takes you
This course is part of 1 role track. It ends in a professional deliverable and stacks toward a named certificate.
Curriculum
The Hotel as an Operating Business
How a hotel is structured as an operating business: departments, the USALI P&L, the operator relationship, and how to read a hotel performance report.
Revenue Management
Optimising occupancy, ADR and RevPAR through segmentation, booking mix, and distribution across OTAs and direct channels.
Cost & Profit
GOP, GOPPAR and flow-through; managing labour and the major cost lines; controlling cost without degrading the guest experience.
Owner Asset Management
Aligning owner and operator interests through the management agreement, the FF&E reserve and capex, and monitoring to hold the operator to account.
Repositioning & Value
Rebrand and renovation ROI, deciding when to reposition, hold or sell, and executing the exit to realise value.
Course assessment
Sign in to open lessons and track your progress.
The capstone project
This course ends in a real professional deliverable. Complete the course — including the capstone — and your certificate is issued automatically.
Your final deliverable
Hotel Asset Management & Turnaround Plan
A structured asset-management and turnaround plan (roughly three to five pages) containing: (1) a performance diagnosis grounded in RevPAR/RGI, ADR versus occupancy, GOPPAR and flow-through, naming the true drivers of underperformance rather than the headline; (2) concrete revenue-management actions — mix rebalancing, rate defence over peaks via displacement, and a channel-shift toward direct; (3) cost and profit actions that attack non-guest-facing cost while explicitly protecting POM and guest-facing standards, tied to GOPPAR improvement; (4) an operator and management-agreement assessment — fee alignment, performance test, approval and reporting rights, and the escalation ladder you would use; (5) a capex position covering FF&E reserve funding, deferred maintenance, and a reasoned reposition-vs-hold recommendation; (6) a monitoring scorecard of KPIs (RGI, GOPPAR, flow-through, mix, channel cost, reserve funding, guest satisfaction) with benchmarks; and (7) the top risks to the plan and how you would mitigate them. Every figure that would require data should be marked 'requires local market data'; you will be assessed on the rigour of the reasoning, not invented numbers.
Graded on five criteria
- Method & rigour — The right framework, applied correctly, with the working shown — not just an answer.
- Data honesty — Every figure is sourced, triangulated, or explicitly flagged “requires local market data”. Nothing is invented.
- Analysis & judgment — Assumptions are explicit, at least one alternative is weighed, and the key risks are quantified.
- Recommendation — A clear, decision-useful conclusion a professional could act on — with the conditions that qualify it.
- Communication — Structured, concise, and client-ready — the argument lands.
Pass criteria
A submission passes when it meets the bar on all five criteria — the work is something a competent professional could put in front of a client or committee. The Verified Professional credential is issued on a pass.
Resubmission
Work that isn't there yet comes back marked “needs work” with specific feedback. You revise and resubmit — there is no penalty and no limit on attempts.
More in this academy
Hospitality Feasibility Foundations
Demand generators, KPIs, and operator structures for hotels and resorts.
Branded Residences & Mixed-Use Hospitality
The economics and structuring of branded residences and mixed-use hospitality — why brands command a premium, how deals are structured, and how to appraise them, with a Gulf and emerging-market focus.