A hotel is an object of unique value, but often operates in a binary relationship between the owner of the property and its administrator. The hotel administration contract (HMA) is legally binding, which imposes the terms of their partnership and defines the obligations of agent and other provisions. Use with the experts – Now more than ever, it is necessary to have an objective and unbiased look at your HMA. You will find a hospital expert with: Another area of evaluation would be the minimum basic charges, which are usually paid to the operator of a fixed amount if the basic administration fee were to fall below a certain threshold as a percentage of the total turnover. The minimum rates used for these fees should be set in such a way that the operator has sufficient resources to fulfill its fiduciary duties to the hotel owner and to offset the operator`s overhead costs that are not already offset by the fees collected for the assistance. Minimum fees should not be guaranteed by the operator. Part of the risk, part of the reward. While operators still have the upper hand, the gap narrows. Part of this amount is that more and more hotel management companies are competing for a limited number of assets. In 1963, the hotel`s management agreements were drawn from an amended lease agreement for the Hong Kong Hilton, and most HMAs still support the main conditions it contains. Today, all the major chains have expanded to some extent nationally and internationally through a combination of franchise and management, and all have their own “form” or template agreements. In summary, in recent years, we have seen that the trends observed following the financial crisis of the last decade have evolved.
In many markets, the onset of the recession has made operators less risky. Traditionally, HMAs were a way to limit operators` exposure to fixed rents when incomes declined. In less developed markets such as Romania and the United Arab Emirates, operators continued to use PDOs in this way, despite some economic recovery. In more developed markets such as Spain and the United Kingdom, we have seen increasing complexity of agreements, which is why owners are becoming more proficient and looking for more control and input for the operation of their hotel, although owners continue to take the share of the greatest commercial risk in development. Researchers and practitioners often recommend that owners and operators be required to consider and agree on a wide range of issues when negotiating management contracts in order to create a win-win situation. While we unequivocally support this view, it may be even more advantageous for hotel owners to first devote as much time and resources to choosing the “right” hotel company and maintaining the relationship after the contract is signed. Our results therefore indicate that owners and management companies need to agree on an essential set of common objectives for their hotels, as such orientation is associated with higher operating performance. While each party will clearly have its own objectives, the ability to align them will ultimately serve each party better, as higher operational performance should ultimately result in higher costs for most operators and higher asset valuations, as well as returns for owners. If a shorter duration of the original enterprise agreement becomes the norm, the extended operating period provision also applies.