Non-gaming casino revenue was once considered an oxymoron. In today's industry though, it has become a vital part of most casino operator financial reports. In fact, some top players in the industry have indicated non-gaming revenue accounts for 50% or more of total revenue. Less visible to many in the hospitality industry is the important role that technology can play in maximizing non-gaming revenue. Certainly some of the standbys of technology value like flexibility, scalability, and reliability contribute. But they represent a small part of a bigger story. It is the guest-centric and integrated nature of present and future technology that will allow non-gaming casino revenue to reach its potential. READ MORE

The past three years have seen the lowest borrowing rates for real estate in the last 40 years. For the hotel industry, this was particularly fortuitous given the rapid decline in property values following general economic and industry business deterioration. The U.S. appears poised to be coming out of one of the best interest rate environments of our lifetime, where we saw the Federal Reserve cut the Federal Funds Rate by 500 basis points from 6.00% to 1.00% in a total of 13 rate cuts over 30 months between January 2000 and June 2003. READ MORE

A new federal tax credit program is designed to help developers of projects that are speculative and sometimes difficult to finance. It is available for a wide range of commercial projects, but hotel developers need to become more aware of it. The New Markets Tax Credit (NMTC) program could easily be the difference between a property being developed or staying on the drawing board - it can provide a financial edge that tips projects toward reality and success. Simply put, the New Markets Tax Credit program was created by Congress in December 2000 to encourage investments in communities which historically have had poor access to capital. It provides a federal tax credit equal to 39% of the investment - obviously a significant value - spread over a seven-year period. Aimed at spurring community and local business development, this tax credit can help lower interest rates and offer developers far greater financial flexibility. READ MORE

When hoteliers like you are asked what their primary concerns are in successfully running their businesses and increasing their profit margins, some of the answers are expected: keeping guests happy, matching the competition's prices, acquiring more market share. What is unexpected is the number who cite unfair and confusing card processing fees as something they are forced to contend with as they look to grow and maintain a successful business. Consider how much of your total revenue comes from payments made on your guests' credit and debit cards. It is very possible you could increase your profit margin on every transaction by taking a closer look at the costs incurred with processing those payments. READ MORE

In the hyper-competitive hotel business, keeping pace with the major flags and industry giants can be a daunting task for small hoteliers and franchise operators. Banks and other lenders take very close and careful assessments of the small hoteliers' track record and personal credit history when considering financing. Access to capital, which is essential for the small hotel owner/operator to maintain and enhance their property and amenities, is extremely difficult, and ultimately this prevents many of these smaller businesses and properties from reaching their fullest potential. One of the best solutions for the small owner/operator is the Small Business Administration's 504 loan program, which enabled 753 hoteliers to borrow $802 million during the 2006 federal fiscal year. READ MORE

By following basic accounting principles, hotel owners and managers have the information they need to identify trends before they can have a negative impact on the business. They can reduce expenses, readily accommodate anticipated peak business times, and scale back operations during slow periods. Rather than relying on intuition and reacting to events, successful owners have the financial facts they need on a daily basis to proactively make the right decisions at the right time. Staying on top of the hotel financials also provides an accurate measurement of management performance in every operational area and gives owners a mechanism to see where they stand against the competition. READ MORE

There's no denying that credit card fraud is on the rise. A 2007 report from the Association for Payments Professionals found 72 percent of 3,000 members surveyed had been victims of actual or attempted fraud in 2006. That's up from 68 percent in 2005. Unfortunately, 80 percent of data compromises originate through small merchants - those generating less than 20,000 e-commerce transactions or a million total transactions annually - according to Visa USA. These smaller merchants - such as independently owned hotels - don't always have the technology to provide the secure systems needed in today's increasingly risky financial world. Worse, many hotel owners dismiss the problem because they think they are protected by their merchant acquirers. But they are not. READ MORE

To realize the most success in selling your hotel online, it is imperative to maximize the effectiveness of your listing. A well thought-out and well-written listing will allow you to attract more prospects and better sort out the serious buyers from the rest. By keeping in mind the following "10 commandments of quality online listings," you can help ensure that your hotel attracts the best potential buyers, and that the selling process goes quickly and smoothly. READ MORE

Whether you are buying a hotel for the first time or an experienced owner looking to invest in a new business, the process can be intimidating. Although it is usually not easy, entering the buying process fully prepared can save a great deal of time and frustration, making it easier to close a deal on a hotel that is perfect for you. Going into business for yourself or buying a new hotel will undoubtedly require large amounts of commitment and drive to overcome fear of the unknown, but keeping four critical factors in mind can help ensure success when investing time and money into a new business. READ MORE

When the time has come to sell your hotel and you have listed it for sale online, it is a great feeling to receive interest from potential buyers. Let's face it - selling a business independently can be a lot of hard work and a major time commitment, and when people show interest in what you are selling it can translate into a quick, painless sale. Unfortunately, for a variety of reasons communication between a buyer and a seller is not always simple. Hotel owners who list their establishment for sale on the Internet often have to deal with many inquiries from browsers who enter into a conversation without any serious interest in purchasing a business. If hotel sellers are not savvy in how to address this type of situation, they might find the selling process to be longer and more frustrating than necessary. By following some simple communication guidelines when selling your hotel online, you can ensure you don't get caught up in a communication trap. READ MORE

As more and more business owners are choosing to take a do-it-yourself method when it comes to selling, we are noticing a growing number of hotel owners using online outlets to put their business on the market. Unfortunately, we also see many hotel owners attempting to sell online using largely ineffective methods. These situations are usually the result of a lack of research and preparation before listing a business, and can greatly increase the amount of time a business is on the market, can make the selling process more frustrating than it should be, and can result in a much lower selling price. The good news is that if hotel owners looking to sell devote time to researching proper selling methods and follow simple steps, the process can be a breeze. READ MORE

Hotels and resorts are multi-faceted business operations. I recall the last time I was room guest in a hotel. In addition to utilizing lodging services, I ate in the hotel's restaurant. I relaxed at the end of a long day in the hotel's spa. I attended a convention in one of the hotel's conference rooms. As you can see, there are four distinct business operations in the above example. Of course, readers can probably sight several other additional hotel services such as laundry, hair salon, tennis courts and retail gift shops. While motels and hotels are real property assets similar to commercial properties in terms of the location of the specific asset and long economic life (usually 20 to 50 years) they differ from typical commercial properties... READ MORE

Stop anyone on the street and ask him or her to name some familiar hotels. Would you be surprised if the average person could identify three, five or more? Probably not - this is the power of brands. Just like Kleenex and Clorox, name brands for tissue and bleach, a strong hotel brand has the ability to penetrate the target market to such a degree that it becomes recognized as an enduring symbol of the market-specific service standards. This service image cultivates the loyal customer base that is the foundation of a hotel brand's future earnings capacity. The proper identification of a brand's service potential, therefore, is the first step in quantifying its value. READ MORE

At the beginning of each valuation assignment, the applicable standard of value must be specified. The standard of value is a definition of the type of value being sought, i.e., fair market value, financial value, or strategic value, to name a few. The standard of value is selected based upon the type of assignment which can vary considerably, e.g., merger/acquisition analysis, estate tax filing, or dissenting shareholder lawsuits. The standard of value then influences the choice of the appropriate valuation methods used to determine the value of a hotel or ownership interest in the hotel. Therefore, the value of a hotel can differ under various circumstances. READ MORE

You're a relatively small, privately-owned, well-managed hotel operating company. You manage for institutional owners, and have solidly built a core business. But you have limited distribution and don't control the assets you manage. You might even be concentrated geographically. You're concerned that if you don't gain control of the assets you manage and grow your portfolio, you'll have difficulty keeping your key management team. Worse yet, you're concerned that you'll lose market share, your revenues will decline and your profitability will be reduced. You risk watching the enterprise value that you worked so hard to build deteriorate. Not a pretty picture. What are your options? READ MORE