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Programme: MSc in International Hospitality Management
Course Title: HOTEL ASSET MANAGEMENT
Course Code: FINN 901 Scheduled for semester: One
Prerequisite/s: Nil Credit hours: 3
Co-requisite/s: Nil Nominal Contact Hours: 36
Hours Breakdown
:Lectures, Tut/Sem 36 Directed Learning 20
Self Managed Learning, Project/s & Assignment/s 62 Formally Assessed 4 Total Course hours: 120
Lecturer/s: Duncan Gibson Tel Ext: 5123
Lecturer’s email address Duncan.Gibson@emiratesacademy.edu
Course Rationale and Description:
It is the responsibility of the financial executive in a firm to identify the form of management of the physical assets of the firm that maximizes value to the owners of that firm. In the
specialized firm that is the ‘international (systemized) hotel’, if the objective is to maximize the owners’ value, a clear choice in today’s business environment exists between the owners, with or without a franchise operating the hotel themselves or engaging a management contractor. Options in respect of the form of management of the hotel (asset) need to be presented to the suppliers of finance when wishing to acquire a hotel. This course will enable future corporate managers to understand the decisions that owners need to take based upon their view of hotels as assets and the financial implications of the various forms of managing these assets under ‘normal commercial operating circumstances’.
Teaching and Learning Philosophy:
An active learning approach will be implemented through the sessions. A self directed learning model will be used in this course. Students will be responsible for their own learning about the course content; in this case, the concepts and techniques underpinning the practice of effective asset management. The course will be delivered using lectures to illustrate the concepts and techniques for evaluating the most effective form of asset management.
2 Contribution to Graduate Profile:
1. Students will have acquired knowledge in understanding the role of ‘asset
management’ in maximizing value for owners in the ‘international hotel’ industry. 2. Students will have acquired knowledge and skills in understanding the concepts and
technical financial processes that underpin the evaluation of options for managing ‘international hotel’ assets.
3. Students will have acquired skills in investigating and forming an opinion as to the appropriateness of ‘management contracting’ as an asset management strategy. Specific Learning Outcomes:
Knowledge
Upon completion of the course, students will know how to:
LO 1. Demonstrate the ability to assess the financial feasibility of hospitality operations through the application of financial concepts.
LO 2. Demonstrate the application of technical financial processes that underpin the evaluation of options for managing hotel assets.
LO 3. Explain concisely the concepts and financial techniques underpinning the decisions on managing a hotel’s assets.
LO 4. Demonstrate an understanding of ‘management contracting’ as an appropriate hotel asset management strategy.
Skills
Upon completion of the course, students will be able to demonstrate:
LO 1. the ability to assess the financial feasibility of hospitality operations through the application of financial concepts.
LO 2. the application of technical financial processes that underpin the evaluation of options for managing hotel assets.
LO 3. the ability to explain concisely the concepts and financial techniques underpinning the decisions on managing a hotel’s assets.
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LO 4. diligence in carrying out the necessary reading to understand the
appropriateness of ‘management contracting’ as a hotel asset management strategy.
Autonomy and Responsibility Competence
Upon completion of this course, students will be able to state the following reporting, regulating or ethical considerations:
LO 1. The fair and accurate creation of financial accounting data for decision making. LO 2. Creating justifiable business decisions in respect of managing assets at the level
of the hotel enterprise on financial management principles. Self-Development Competence
Upon completion of this course, students will be able to demonstrate the need to continually research and update the following areas:
LO 1. The format of financial statements for analyzing a hotel’s performance.
LO 2. Be aware of financial management accounting processes used in decision making on managing hotel assets.
Role in Context Competence
Upon completion of this course, students will be able to effectively contribute to the following activities or endeavours:
LO 1. The creation and understanding of Financial Statements as they relate to decision making on managing hotel assets.
LO 2. The format of financial statements for decisions on managing assets. Transferable and Employment Skills
SKILLS PRACTICED TAUGHT ASSESSED
1. Written Communication X X X
2. Verbal Communication
3. Commercial Awareness X X X
4. Problem Solving X X X
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6. Planning and Organising X X X
7. Numeracy X X X
8. Computer Literacy
9. Time Management X X
10. Research (Directed Reading) X X
11. Team Work 12. Leadership 13. Negotiating 14. Customer Service
Indicative Content: 36 hours (taught component)
Topic No Hours Topic
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12 Concepts of financial feasibility – Cost of Capital – Estimating Net Income and Cash Flow – Project Appraisal
2 6 EBITDA – Operating Profits – Stabilized Year
3 6 Valuation (Income Method)
4 12 Asset Management Options (Owner Operated - Management Contracts - Branded Operations – Franchised)
5 ASSESSMENT
Your final grade will be on the basis of your performance on the following evaluations (all assessments are individual).
Assessment Learning Outcome(s)
Dates Duration Format (content) Weight %
Financial Techniques 1-2 Last session in third week of the course 3 hrs (approx) In-class - Calculations (‘open book’) 40% Management Contracting as an Asset Management Strategy 4 Second session in last week of the course
1-2 hrs In – Class - Short Answer (‘open book’) 25% End of course 2-3 Last session of the course 1-2 hrs
In- Class - Short Answer (‘closed book’) 35% Grading Letter Grade Grade Points Percentage Grade Grade Description Grading Rubric A 4.00 90-100 Distinction
The student’s work is of an excellent standard. It meets, with only slight non conceptual errors, the subject learning outcomes.
B+ 3.50 80-89 Merit
The student’s work is good. It largely meets, with very few conceptual errors, the subject learning outcomes.
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B 3.00 70-79 Pass
The student’s work is wholly satisfactory. It meets, with some conceptual error, the subject learning outcomes.
F 0.00 Less than 70
Fail The student’s work is inadequate. It fails, with a lack of understanding of sufficient of the basic concepts, to meet the subject learning
outcomes. Academic Integrity
Each student in this course is expected to abide by the Academy’s Code of Academic Integrity. Behavioural expectations are comparable with post-graduate students at universities around the world.
However, should it become necessary, the lecturer reserves the right, at any time, to implement such measures as to ensure the smooth running of the course.
Instructional Materials and Resource Required texts:
Denton G., Raleigh, L.E. ,& Singh A, J., (Eds.)(2009) Hotel Asset Management: Principles and Practices. (2nd Ed) Lansing Mi: Educational Institute, American Hotel &Lodging Association. Rushmore,S. (2012) Hotel Market Analysis and Valuation. Appraisal Institute, Chicago, Illinois.
Directed Extra Reading
To be advised at the appropriate time during the course.
Course Materials Materials forming the basis of the class inputs (ie. power-point slides and handouts) will be uploaded on to the Moodle network after the class. Students absent from class need to link these inputs into a coherent whole themselves.
Correspondence with the lecturer will be through the student’s personal e-mail, not via Moodle.
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Tentative Course Schedule (taught component – 36 hours)
(May change to accommodate student progress)
Teach Wk. Topic Indicative Content
1 -Session 1 Introduction Syllabus - Financing Decision – General Introduction to Financial Feasibility studies.
1-Session 2 EBITDA Uniform System of Accounting for the Lodging Industry (USALI) – Concept of the Stabilized Year
1-Session 3 Valuation Income Method of Valuation – Capitalization Rates
2-Session 1 Asset Management Options Owner Operated - Management Contracts - Branded Operations – Franchised
2-Session 2 Concepts of Financial Feasibility
Cost of Capital - Estimates of Net Income and Cash Flow
2-Session 3 Concepts of Financial Feasibility
Estimates of Net Income and Cash Flow (Cont)
3-Session 1 Concepts of Financial Feasibility
Project Appraisal
3-Session 2 Review Feasibility Illustration of complete example.
3-Session 3 Assessment Financial Techniques 4-Session 1
Feedback of assessment on Financial techniques
Review of assessment on Financial techniques and
distribution of ‘Question bank’ for ‘Short Answer - End of Course’ assessment.
4-Session 2 Assessment Management Contracting as an Asset Management Strategy
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TERMINOLGY EXPLAINED
An ‘International (systemized) hotel’
The definition used here assumes a ‘full-service’ hotel that controls operating performance through a system of ‘Responsibility Accounting’.
A hotel must be systemized for a ‘Responsibility Accounting’ system to exist.
Systems need to contain job categories and job descriptions, operating manuals (SOPS); forms and reports; and authority/responsibility relationships defined.
Thus a minimum size of hotel of 100 rooms is generally regarded as needed to sustain such systems.
‘Normal Commercial Operating Circumstances’
Assumption that the operational objective is to maximize monetary outcomes from the hotel’s operations, that alone are going to determine the ‘survival’ of the firm.
Assumption following from the above that the hotel ‘stands alone’. It is not dependant or ancillary to other activities carried out by the owner(s).
Assumption that, owing to the necessity to pay corporation tax with the attendant government incentives to minimize tax liability, that loans are necessary for the existence of the hotel, given according to some objective criteria, by properly regulated lending institutions.
Assumption, following from the above, that the hotel, and the society in which the operations of the hotel are carried out, are always legitimate (meaning in accordance with the law or generally accepted rules governing that society)
Assumption that an ‘open and free’ business operating environment exists where the hotel is located.