A professional managed pre-opening process with extraordinary attention will likely lead to a smooth opening

and this will help ensure a successful hotel operation for years to come; all my experience of 14 openings
suggests that failure to direct and resource the preopening will have detrimental, sometime disastrous, effects
for many years and in a managed hotel will certainly create tension between the owners and the operating
company resulting in deteriorating relations and loss of confidence.
The hotel business, like any other business, is a business of detail evidence by the fact that the pre-opening
check list prepared by Hotel Solutions Partnership shows 600 or more interdependent activities including the
monitoring of the progress of the pre-opening. The General Manager and each department head will each have
check lists and all should be co-ordinated and monitored for progress by the General Manager as project
manager. In a managed hotel there will also be teams contributing to the process from the head office teams of
the operator as well as the office of the owner.
This is a critical phase in the life of the hotel and close attention must be given to it by the selected hotel team
together with the head office in order to ensure the maximum return on the employed capital (ROEC) from day
one.
Quite often, this task is not given adequate importance and deserved attention, especially by owners who are
not familiar with the hotel business. Wrongly, some owners delegate full responsibility to the operator without
regular control and accountability.
Based on my experience, here are the 10 most common mistakes to avoid when planning and executing a hotel
pre-opening and opening:
1. The absence of adequate pre-opening offices furnished with basic equipment required for such a period
such as office furniture, telephones, internet address, and a web site, etc.
2. The absence of detailed check lists for the General Manager and all other departments indicating the tasks
to be completed and the timing. The development of the lists and their co-ordination must be done by the
General Manager with close supervision from the operating companys head office and regular follow up on
the progress by the owner. It is highly advisable that owners have regular meetings with the General
Manager, once a week or at least bi-weekly to monitor the progress on all activities and ensure timely
compliance.
3. The absence of a detailed back of the house budget (B.O.T.H.) for all equipment needed to operate the
hotel; this budget must include all items which are not included in general interior design of the hotel. The
B.O.T.H. budget must include all specifications and details together with budgeted prices. This budget may
include, all operating supplies such as (glass, silver, linen, kitchen utensils, bars utensils, china, uniforms,
engineering tools and chemical supplies, some standard printed materials including menus, and all other
rooms and food & beverage operating supplies), IT equipment, offices furniture, telephone system,
computer terminals, photocopiers, and any other material not addressed by the interior design items. The
B.O.T.H. budget should be completed at least 12 months before the opening to give enough time for
obtaining quotations and placing the orders. All items in the B.O.T.H. must be received in the hotel at least
one month before the estimated opening date to have the time to place the office furniture, price the
operating equipment and store them, issue all operating supplies to the various operating departments in
time for washing and training, etc.
4. The absence of a detailed, comprehensive, and realistic pre-opening budget. Gross estimates for the
various activities such as advertising, manpower etc. are not adequate. Details of advertising campaigns
and the targeted market must be indicated. Timing of hiring and the start date of all department heads and
associates must be indicated by position. A complete budget for compensation and benefits in the pre-
opening period is needed. General Manager expenses must be detailed by category, travel, office expense,
other promotions, legal fees, recruitment fees, training fees and other operator expenses during the period,
etc.
5. The absence of attention to legal matters such as licences required to operate in the country e.g. liquor
licence, operating licence, etc. This also includes the preparation of various standard contracts such as
employment contracts for local and expatriate employees, utilities, shop lease contracts, banquets, sales,
special events, maintenance contracts, and other commercial contracts. Another legal matter that must be
well understood is any legal requirements for maintaining the books of accounts and billing procedures, all
statutory information on payroll preparation, payroll deductions, labour laws and regulations, social security
rules by worker category, insurance for employees (workmen compensation) property insurance, third party
insurance and all other insurances required by law.
6. The absence of a realistic time frame to enrol the required personnel in the payroll. This is a critical activity
and by far the largest expense during the pre-opening phase and must be monitored very closely in order
not to overrun the budget which can be easily done. The recommended time frame must be presented and
discussed with the owners well in advance. In most pre-openings, and subject to the hotels size and
facilities, the following time frame should be adequate in order to ensure a smooth opening:

The General Manager (12 to 14 months before the expected opening date)
Personal Assistant (PA) to the GM (10 to 12 months before the expected opening date)
Director of Engineering (10 to 12 months before the expected opening date)
Director of Finance (8 to 10 months before the expected opening date)
Director of Sales and Marketing (8 to10 months before the expected opening date)

7. The absence of awareness building in the local and international market, not just online but using every
traditional channel to ensure that all those capable of influencing demand are aware of the unique aspects
of the new facilities and the desire of the management team to provide great hospitality experiences.
8. The absence of a professional website detailing the hotels facilities, prices and availability and the
opening date!
9. The absence of a sustained programme of contact with the financial institutions funding the hotel, directly or
through the owners.
10. The absence of proper documented handover of the facility to the Director of Engineering (DoE). The DoE
must take advantage of the presence of all the various technical professionals during the building to become
fully acquainted with all technical aspects of the building and its equipment.
11. Finally, it will be an additional advantage if the General Manager and other members of the team have had
prior experience in pre-openings and openings; if not, close and periodic tight control must be exercised by
the head office and the owners.