Business as usual
What has been the average occupancy rate in 2011 and what are your expectations for 2012?
Exact figures and information such as this is confidential, taking into account that our company is a private one. However, I am happy to see that 2011 has been situated on a positive trend with a per cent increase in occupancy versus 2010. We also estimate a slight increase in 2012, but most likely not to the same extent.
What is the expected end-2011 turnover and what is the contribution of the various lines of business (room rental, food and beverage, events)?
Our hotel is pretty big, with a generous offer in Food and Beverage thanks to our five restaurants and 12 meeting rooms. This ensures us a fairly proportional income from rooms and Food and Beverage. Revenues from events and conferences account for 40 per cent of the total.
What investments have you made over the last year and what other new investments are you considering in the near future?
Our policy is to continue improving our product and services in order to keep on surprising our guests and clients. In 2011, the most significant and impactful investment was the JW Steakhouse restaurant, our main F&B outlet. Accommodating up to 200 guests, the restaurant is the second JW Steakhouse in Europe and it is one of a kind in the country –and not only. The hotel’s breakfast in served in the Steakhouse, as well as another highlight of ours, the Sunday brunch. The restaurant is also open for lunch and dinner. The outlet was opened in April 2011, after months of planning, after about five months of actual construction works, and a total investment of 1.5 million Euro. The most important renovation project planned for next year focuses on the Constanta ballroom and the other 10 meeting rooms. The project is estimated to cost a total of 900,000 Euro.
What strategy changes have you made in order to limit the effects of the economic crisis and recession?
We have remained flexible, understanding our clients’ new budget requirements. We have also done all we could in order to optimize our costs. We have identified new suppliers and renegotiated the prices with our current ones.
Exact figures and information such as this is confidential, taking into account that our company is a private one. However, I am happy to see that 2011 has been situated on a positive trend with a per cent increase in occupancy versus 2010. We also estimate a slight increase in 2012, but most likely not to the same extent.
What is the expected end-2011 turnover and what is the contribution of the various lines of business (room rental, food and beverage, events)?
Our hotel is pretty big, with a generous offer in Food and Beverage thanks to our five restaurants and 12 meeting rooms. This ensures us a fairly proportional income from rooms and Food and Beverage. Revenues from events and conferences account for 40 per cent of the total.
What investments have you made over the last year and what other new investments are you considering in the near future?
Our policy is to continue improving our product and services in order to keep on surprising our guests and clients. In 2011, the most significant and impactful investment was the JW Steakhouse restaurant, our main F&B outlet. Accommodating up to 200 guests, the restaurant is the second JW Steakhouse in Europe and it is one of a kind in the country –and not only. The hotel’s breakfast in served in the Steakhouse, as well as another highlight of ours, the Sunday brunch. The restaurant is also open for lunch and dinner. The outlet was opened in April 2011, after months of planning, after about five months of actual construction works, and a total investment of 1.5 million Euro. The most important renovation project planned for next year focuses on the Constanta ballroom and the other 10 meeting rooms. The project is estimated to cost a total of 900,000 Euro.
What strategy changes have you made in order to limit the effects of the economic crisis and recession?
We have remained flexible, understanding our clients’ new budget requirements. We have also done all we could in order to optimize our costs. We have identified new suppliers and renegotiated the prices with our current ones.
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