Renovations: Difference between revisions
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If things are not to be found here, go on the internet and search for an indication of costs related to your plans. Give your source and put the link in your explanation in the [[Team file]]. <br> | If things are not to be found here, go on the internet and search for an indication of costs related to your plans. Give your source and put the link in your explanation in the [[Team file]]. <br> | ||
The same goes for new ideas and developments: be realistic in estimating the costs and the revenues. Always relate to existing number and known or proven costs. | The same goes for new ideas and developments: be realistic in estimating the costs and the revenues. Always relate to existing number and known or proven costs. | ||
In your [[explanations]] much of this can be explained at [[decisions|decision]] nine extra depreciation costs renovation maybe at decision number | In your [[explanations]] much of this can be explained at [[decisions|decision]] nine extra depreciation costs renovation maybe at decision number 8. Decision number 10, other costs might be of use. And you do have free space to inform your coach on special issues each year. | ||
== Costs of the new investments == __NOEDITSECTION__ | == Costs of the new investments == __NOEDITSECTION__ | ||
You have no problems on liquidity, so only bother about the costs of the investment, the [[depreciation]]! The maximum [[investment]] per year is set at € | You have no problems on liquidity, so only bother about the costs of the investment, the [[depreciation]]! The maximum [[investment]] per year is set at € 900,000 with standard 4 years for depreciation. So the maximum new investments to be made are € 3,600,000 over four years. | ||
== Delay routine ==__NOEDITSECTION__ | == Delay routine ==__NOEDITSECTION__ | ||
The focus of your management should, of course, be on the continuing the hotel. So see costs and revenues from new activities always '''in relationship to''' the height of existing costs and revenues. So it is all about thousands not about hundreds of euros. So do not specify small | The focus of your management should, of course, be on the continuing the hotel. So see costs and revenues from new activities always '''in relationship to''' the height of existing costs and revenues. So it is all about thousands not about hundreds of euros. So do not specify small costs and keep the overview. Exactly understanding this shows entrepreneurship. So do not act [http://en.wiktionary.org/wiki/don't_be_penny_wise_and_pound_foolish penny wise and pound foolish]. <br> | ||
Please keep everything in perspective: so do NOT go too much into details: so for renovating the bathroom for instance use | Please keep everything in perspective: so do NOT go too much into details: so for renovating the bathroom for instance use | ||
Revision as of 20:28, 28 March 2018
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Renovations and new ideas
There are some problems in the hotel concerning the maintenance: some additional maintenance is well advised!
If you want to renovate parts of your hotel it is of importance to get grip on the costs. The costs are related to the
investments made (the costs will be the depreciation and -sometimes the interest) and to the operational costs (staff etc.) per year.
Check the page Investments and the very handy pdf which give detailed overviews of most logical costs to be made: you can check the list
http://www.emeraldforesthotel.com/dox/Hotel_Cost_Estimating_Guide.pdf
for an indication of costs on any issue in the hotel.
This list is not the truth, but gives you an indication. Of course feel free to use other sources and adapt suggested-offered prices.
And, please focus on the 'big picture' so it is not about small amounts: the turnover is several million and also groups of posts are all
more in hundreds or even thousands of euros. Think as a company, not as a private person. You can not just buy things in the supermarket: things should keep up healthy and safety standards as well as endurance and fitting in a maintenance plan. So all items will be much more expensive than your private comparable buys.
Do not get lost in too many details on prices and be sure to look and the costs of these kinds of investments.
If things are not to be found here, go on the internet and search for an indication of costs related to your plans. Give your source and put the link in your explanation in the Team file.
The same goes for new ideas and developments: be realistic in estimating the costs and the revenues. Always relate to existing number and known or proven costs.
In your explanations much of this can be explained at decision nine extra depreciation costs renovation maybe at decision number 8. Decision number 10, other costs might be of use. And you do have free space to inform your coach on special issues each year.
Costs of the new investments
You have no problems on liquidity, so only bother about the costs of the investment, the depreciation! The maximum investment per year is set at € 900,000 with standard 4 years for depreciation. So the maximum new investments to be made are € 3,600,000 over four years.
Delay routine
The focus of your management should, of course, be on the continuing the hotel. So see costs and revenues from new activities always in relationship to the height of existing costs and revenues. So it is all about thousands not about hundreds of euros. So do not specify small costs and keep the overview. Exactly understanding this shows entrepreneurship. So do not act penny wise and pound foolish.
Please keep everything in perspective: so do NOT go too much into details: so for renovating the bathroom for instance use
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