Acquisitions & Hotel Openings

Royal Hotel Investments Opens Holiday Inn Express in Covington, Georgia

COVINGTON, GA. May 10, 2017 - One of the first new-build Holiday Inn Express properties in the country to feature the brand’s recently-introduced “Formula Blue” design direction held its grand opening celebration on Friday, May 5 in Covington, Georgia, about 35 miles east of Atlanta.

The 110-room, six-floor hotel, which represents an investment of about $13 million, is owned and operated by Royal Hotel Investments. Amenities include a business center; fitness center; outdoor swimming pool; 400-sq. ft. board room; 1,000-sq. ft. flexible space meeting room; guest laundry; and an expansive outdoor patio.

“When a hotel looks special, guests feel special – and they’re eager to come back,” said Navin Shah, Chairman of Royal Hotel Investments. “That’s why we created a property that offers the comforts of home, the convenience of the office, and the luxury of a vacation.”

The “Formula Blue” concept includes features such as an open lobby and “great room” area for social, business, or dining gatherings; re-designed case goods; and a headboard for beds that minimizes noise transfer between rooms.

“Today’s travelers want a hotel experience that is comfortable, simple, and smart, so we have brought these benefits together in a very attractive way in a strong suburban market,” added Shah, who began construction of the Holiday Inn Express in June of 2015.

Covington is often referred to as “the Hollywood of the South” based on its popularity as the filming location for many well-known movies and television shows, notably “The Walking Dead,” “The Vampire Diaries,” “Selma,” and “The Dukes of Hazzard.”

Atlanta-based Royal Hotel Investment, which was formed in 2002, currently owns and operates two Hampton Inn hotels in metropolitan Atlanta -- a 105-room property in Covington and a 99-room property in Conyers -- plus a 20,000 sq. ft. shopping center in Covington. The company also plans to add another two hotels within the next year.

“Our properties are important local resources for both travelers and residents – where business gets done and where memories are created by families, companies, and civic groups,” adds Shah, who also serves as Vice-Chairman of Embassy National Bank.

The bank, which was established in 2007, has grown to more than $115 million in assets and is a leading lender to small businesses in the southeastern United States, including many hoteliers.

Peter G. Mathon
P. R. Counsel for Royal Hotel Investment

Coming Up In The October Online Hotel Business Review

Feature Focus
Revenue Management: Technology and Big Data
Like most businesses, hotels are relying on technology and data to drive almost every area of their operations, but perhaps this is especially true for hotel Revenue Managers. There has been an explosion of technology tools which generate a mountain of data – all in an effort to generate profitable pricing strategies. It falls to Revenue Managers to determine which tools best support their operations and then to integrate them efficiently into their existing systems. Customer Relationship Management, Enterprise Resource Planning, and Online Reputation Management software are basic tools; others include channel managers, benchmark reports, rate shopping tools and review systems, to name a few. The benefits of technology tools which automate large segments of a Revenue Manager’s business are enormous. Freed from the time-consuming process of manual data entry, and having more accurate data available, allows Revenue Managers to focus on analysis, strategies and longer-term decision-making. Still, for most hotels, the amount of data that these tools generate can be overwhelming and so another challenge is to figure out how to effectively utilize it. Not surprisingly, there are some new tech tools that can help to do exactly that. There are cloud-based analytics tools that provide a comprehensive overview of hotel data on powerful, intuitive dashboards. The goal is to generate a clear picture, at any moment in time, of where your hotel is at in terms of the essentials – from benchmarking to pricing to performance – bringing all the disparate streams of data into one collated dashboard. Another goal is to eliminate any data discrepancies between finance systems, PMS, CRM and forecasting systems. The October issue of the Hotel Business Review will address all these important developments and document how some leading hotels are executing their revenue management strategies.