Hotel service infrastructure. Services provided by the Marins Park Hotel

Traditionally, there are two seasons on the Black Sea coast:
high season - from June to September;
low season (off-season) – from October to May.

According to 2011 data, the average annual occupancy of all accommodation facilities Black Sea coast was at the level of 59%. During the high season, 4-5 star facilities are usually 70-80% occupied. In the off-season, the average occupancy of such facilities along the coast is 30-35%.

The main difference between the occupancy of facilities with and without infrastructure occurs in the off-season. Many hotels that do not have infrastructure close during the low season. Therefore, hotel market specialists distinguish two large categories of objects:
Year-round;
Seasonal (working period from May to October)

The average annual occupancy of year-round facilities is at the level of 50%, seasonal - at the level of 30%. Market experts note that the relatively high occupancy of hotels operating all year round, is formed through social and, as a rule, budget orders.

Vouchers to quality facilities (sanatoriums, boarding houses, large hotel complexes), especially those located on the first line, are purchased in advance. Ultimately, during the high season, almost all objects on the Black Sea coast are “packed” to capacity. In this case, the availability of infrastructure affects, first of all, the speed of sales of hotel rooms.

FEATURES OF DEMAND

If in the high season almost all hotels on the coast are full, then in the off-season they have to enter into fierce competition for their clients. The most popular ways to attract tourists are discounts on accommodation and inclusion of a package in the package additional services. It is obvious that in the off-season, in the absence of summer entertainment, tourists place higher demands on the internal infrastructure of hotels. The most popular queries are shown in Table 1.

Table 1 The most popular requirements of tourists for accommodation facilities on the Black Sea coast.

The first basic element of infrastructure for Russian resorts is food. Most hotels (even small ones) have their own cafes or mini-canteens that serve a custom menu. In large boarding houses or hotels, in addition to the main restaurant, there are usually other cafes, lobbies, and restaurants (where show programs and discos are also held). It is worth noting that in summer it is easier for tourists to solve the problem of food, since at this time there are many cafes and restaurants operating at the resorts. In the low season, this issue is approached more selectively, so having an organized food system will be an advantage for the hotel and will help attract customers.

Next in the popularity ranking are swimming pools and water entertainment complexes. In mini-hotels on the coast, the use of a swimming pool (usually open, small in size, due to the lack of a large territory) is often added to the minimum set of services. In hotels with developed infrastructure tourists are offered a choice of either closed water complex, and outdoor, with several water slides, usually including a children's pool. Along with this, almost all large complexes have spas and medical centers. At the same time, sometimes small hotels that operate in the off-season offer vacationers the use of spas, medical and other services on the basis of large boarding houses, if they are located nearby.

The infrastructure for children's entertainment occupies a special place. The supply and demand for services for children are highly seasonal and depend, as a rule, on school holidays. In summer it is three months, in autumn and spring – a week, in winter – two. High season for children's tourism comes in summer, when supply and demand are equally high.
Almost every hotel provides additional services or entertainment for children. Mini-hotels often have small playgrounds or rooms; a less common service is a children's menu. Large resort complexes are often focused on family holiday, therefore they offer young tourists a variety of entertainment: children's playgrounds, waterslides, children's rooms, nanny services. Some boarding houses host creative workshops, host various thematic game programs, vocal and choreography master classes, quest games, sports competitions and other entertainment.

For example, in the year-round boarding house "Aqualoo" in Sochi, the All-Russian chess competition "White Lady" is held in the summer, and in last years- and Russian chess championships among children 10-18 years old. In Anapa, the Open Film Festival of the CIS countries, Latvia, Lithuania and Estonia “Kinoshok” is held annually at the Fairy-2 boarding house. The program includes the KinoBabyShok children's feature and animated film competition. Note that such events not only affect the current occupancy, but are a contribution to the future, since after 10-15 years, grown-up children will happily return to these boarding houses. Therefore, the larger the complex, the more attention should be paid to the infrastructure of children's entertainment.
After children's infrastructure, business services are the most popular. The main demand occurs in the off-season. Most often they are presented in hotels with developed infrastructure and include: a conference room, a meeting room, a congress hall, as well as all the necessary technical equipment for holding business events.

Business services are followed by sports infrastructure, which is mandatory in every large sanatorium and resort complex. In the off-season, the emphasis is on the services of fitness centers and gyms, and in the high season, outdoor tennis courts, volleyball, football and others are popular sports grounds, wellness center services. In addition, the expansion of the sports infrastructure can be used in the off-season to attract professional athletes and clubs, as the complex becomes convenient for organizing sports camps.

The above services are basic and are most often found in hotels on the Black Sea coast. Less often in large complexes you can find your own cinemas, summer stage, bowling alley or ice skating rink.

LOADING

Let's take a closer look at how the presence of certain infrastructure elements can affect the average annual occupancy of hotels. As an initial indicator, let's take the average annual occupancy of hotels on the Black Sea coast without infrastructure, which is about 28%. This indicator was calculated by experts, based on the fact that most hotels without infrastructure operate from May to October.

Table 2 How the availability of infrastructure can affect the average annual occupancy of accommodation facilities on the Black Sea coast.

Source: GVA Sawyer, experts who participated in the survey.

Table 2 shows the average indicators of infrastructure elements that can increase the occupancy of accommodation facilities. Based on these data, the average annual hotel occupancy level can increase to 60-65%.
At the same time, the experts interviewed hotel industry, note that for each individual object, indicators may be different, depending on its location, positioning, as well as the time of year, which affects the popularity of certain services.
For example, business services are in demand in hotels, as a rule, in the autumn and spring periods and can help increase occupancy in some cases by 10-15%. At the same time, the impact of a particular infrastructure facility will be different for different target audiences, experts note.

A number of large resort complexes on the Black Sea coast with developed infrastructure have an average annual occupancy of 60%. These include the Aqualoo boarding house, where the only year-round water park operates in the Kuban. In addition, the boarding house has its own medical facilities and business infrastructure. There are several periods when the load is at a high level. Firstly, in the summer during the high season - 98%. Secondly, in winter period during school holidays and New Year's holidays(January-December) - 70%. In the off-season, the average annual occupancy is at 45%. At this time, a large number of vacationers come for treatment, and the presence of a water park encourages tourists to take the whole family on vacation.

Many other accommodation facilities have also found their niche and have high occupancy levels in the off-season (see Table 3). For example, in the resort complex “Nadezhda. SPA&Sea Paradise" hosts a ballroom dancing cup, beauty contests are held at the Kempinski Grand Hotel Gelendzhik, the annual congress of cosmetologists of Russia, the Beauty New exhibition-congress, and the All-Russian Agrochemical Forum are held at the Primorye Hotel in Gelendzhik. Medical forums and seminars are held at the Krasnaya Talka sanatorium.
However, hotels that do not have their own infrastructure can also count on off-season occupancy, but only if the hotel is located near an object or area that is attractive to the target audience. An example would be a hotel
"Henry I", located in Dagomys. The village has two football fields, thanks to which in the off-season a flow of athletes is formed who check into the hotel. There is convenient road infrastructure near the hotel, which attracts groups of cyclists. At the same time, the absence of an aqua-thermal zone in the hotel (planned to be commissioned at the end of 2012) significantly reduces the attractiveness of the hotel. According to the calculations of the owners, the Undersun group of companies, its presence will increase occupancy in the off-season by 10-25%.

The key aspects of management in hotel enterprises include infrastructure management as a system for ensuring their functioning.
Infrastructure service facilities include material, technical and labor resources involved in the presentation process hotel services. Material and technical resources include buildings, structures, engineering systems, equipment, raw materials and energy resources, vehicles etc., creating material conditions for the implementation of all types of activities of hotel enterprises.
The relevance of hotel infrastructure management is associated with the importance of such factors as:
¦¦¦ significant dependence on the results of the functioning of hotel enterprises, in particular the quality of the services provided
their services, on the level of infrastructure support for their production activities; ¦¦¦ large, and often decisive, share of expenses for
infrastructure in the total costs of hotel enterprises; ¦¦¦ the need to determine a policy for updating or restoring engineering systems and equipment of hotels in order to improve the quality of service as part of the strategy to ensure their competitiveness, etc. The set of functions for managing the infrastructure of hotel enterprises reflects the following types of activities:
Activities related to material objects.
Management of repair work.
Maintenance management of engineering infrastructure.
Maintenance of the power supply system.
Maintenance of the water supply system.
Maintenance of elevators, ventilation, air conditioning and lighting systems.
Cleaning management.
Information network management.
Waste disposal management.
Management of maintenance of parking lots and surrounding areas.
Security.
Personnel related activities.
Planning and creation of the interior of premises.
Organization of the workplace.
Catering.
Organization of medical care and recreation for personnel.
Activities to reduce the operating costs of the organization.
Office of Energy Supply.
Water and heat supply metering system.
System for reducing energy costs.
Comprehensive automation of energy metering.
Property management.
The features of hotel enterprises, in particular resort hotels, determined by their purpose or specificity, are correspondingly reflected in the formation and functioning of the system of infrastructure support for hotel activities.
An important area of activity of hotel enterprises in conditions that require appropriate infrastructure support is the development and widespread use of modern information technologies. The information system is designed to provide a full technological cycle of hotel production activities, starting from initial transactions with the consumer to receiving the full range of hotel services. Along with this, this system is designed to provide services and departments of hotel enterprises with relevant information and provides its resources for carrying out relevant operations at each workplace.
The characteristics of infrastructure service facilities and the requirements for their individual elements, which affect the category of hotels within their classification, are contained in the relevant regulatory documents (“Certification of tourist services and hotel services”).
One of the main factors for increasing the efficiency of hotel enterprises is reducing costs in primary and service industries. This can be facilitated by the involvement of third-party organizations to perform certain functions of infrastructure support, associated with the concept of “outsourcing”. However, when choosing a service option (by own infrastructure units or third-party business entities), the cost minimization criterion must be combined with established requirements for the guarantee of receiving infrastructure services, quality of service and other characteristics that determine the level of efficiency of infrastructure support for hotel activities.

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Management of hotel infrastructure facilities

As a rule, all major infrastructure facilities in a hotel are managed by the owner or hotel operator. Considering the fact that the service component of a hotel includes a large number of different, specific and difficult to manage types of businesses - restaurant, fitness, SPA, etc., the management team and staff must have experience and appropriate qualifications.

Hotel operators have developed requirements and standards for managing infrastructure facilities, and also have significant experience and a staff of managers, which, in turn, allows them to successfully manage the entire hotel complex.

The intentions of the operator or owner to independently manage all infrastructure facilities are confirmed by practice and are explained, first of all, by the desire to keep under control everything that generates income, affects the attractiveness of the hotel and shapes its image

When forming a hotel infrastructure, it is important to understand that, depending on the positioning, location and scale, a certain composition of infrastructure elements can either confirm the correctness of the chosen niche or become a financial failure for the owner. It is necessary to correctly plan the economics of such a project, model and calculate the generation of cash flows, and also derive the optimal ratio of the number of rooms and infrastructure elements in order to meet the expectations of guests and work efficiently. Radionova N.S., Subbotina E.V., Glagoleva L.E. Organization of hotel business: Textbook. allowance. - St. Petersburg: Trinity Bridge, 2014. - P. 273.

Thus, a well-developed and professionally managed infrastructure component is the key to a hotel’s success, especially in a rapidly developing and competitive market, since it is one of the primary factors that determines its investment value.

The main elements that you must first pay attention to when creating a hotel infrastructure are the class of the hotel, its concept and location, as well as the volume of rooms. It depends on this how effectively the complex as a whole will work.

At the same time, there is no balanced approach to the formation of hotel networks across the territory, taking into account the capacity of inbound and domestic tourism and recreational potential. Currently, the problem of shortage of accommodation facilities, both comfortable 3-5 star hotels and tourist class hotels, remains relevant.

Lobby hotels Baltschug Kempinski in Moscow photo: Baltschug Kempinski Moscow The concept of infrastructure in the hotel segment covers all services that a client can receive in addition to staying in a hotel room. This can be a fairly extensive list of services, a number of which, for example, breakfast, internet, access to the fitness area, are usually included in the room price. Use of other services – F&B(Food & Beverage / Food and drinks. This includes restaurants, cafes, bars), conference areas, SPA, casinos, shops, etc. - paid by guests separately. Organization and management of infrastructure facilities within hotels involves quite significant, but at the same time necessary costs on the part of the owner. However, I am able developer and the operator to ensure that infrastructure facilities hotels not only worked for the image of the object, but also became a stable source of profit. In order to understand how significant the infrastructure component is in a hotel project, and what percentage of the total profit it can bring, let’s give some figures. According to experts, in a high-class hotel, the number of rooms on average occupies about 50% of the total area. The rest hotels allocated for infrastructure facilities, as well as public areas. The role of infrastructure among other hotel performance indicators can be assessed based on two factors. The first is the ratio of income from renting out rooms and operating infrastructure. Thus, on average, in hotels in the 4-5 star segment, about 50-70% of the financial flow is generated hotel rooms, the remaining 50-30% are additional services and services. Deviations in one direction or another are dictated by the class of the object, location, number of points F&B, the size of the fitness zone, etc. Experts traditionally call facilities the main elements of infrastructure that generate the majority of income F&B and conference areas. Much less income comes from additional services and services (transfer, translation services, laundry, etc.). So, for example, according to data Gianni van Daalen, manager of the Baltschug Kempinski Hotel in Moscow, in Kempinski hotels, income from infrastructure facilities averages 35%. Approximately the same indicators are typical for Kyiv hotels, both chain hotels and those managed by the owner. According to Alexander Litvin, Chairman of the Board of the Premier Palace Hotel, “in 2007, income from the number of rooms hotels accounted for 60%, while the remaining 40% was revenue from conference space, fitness club and catering service.” The second indicator that determines the “weight” of the infrastructure component is the share of profit that it brings to the hotel owner, and here the ratio will be somewhat different. So, if profit figures from renting out rooms can vary from 70 to 90% (that is, by renting out a room for 200 euros, the owner earns 140 euros), then infrastructure generates 30% – maximum 50%. Of course, we can name examples where infrastructure elements bring more profit than the sale of rooms, but they are determined by the specifics of a certain market segment and the concept of the hotel (for example, some boutique hotels in New York that attract visitors primarily with their restaurants). Exclusive banqueting hall"Library" hotels Baltschug Kempinski, Moscow photo: Baltschug Kempinski Moscow The above figures show that the profit from the operation of the infrastructure is significantly less than the profit from the sale of rooms. Operating only with this fact when implementing a hotel project is fraught with savings on the organization of various service facilities. However, the set of additional services determines the class of the project and confirms the high rates set by the owner for the rooms, which, in turn, affects the overall profitability of the property. Moreover, during investment evaluation hotels The profitability of all elements of its infrastructure must be taken into account. COMPOSITION OF THE INFRASTRUCTURE COMPONENT OF THE PROJECT. PRINCIPLE OF FORMATION In order to competently develop the concept of a hotel project, including calculating the required volume and quality indicators of filling each element of the infrastructure, it is necessary to conduct a set of preliminary studies. In principle, this is required by the creation of any commercial real estate project, but the specificity of developing projects in a hotel format lies, among other things special conditions, is that the lifespan of a hotel facility is many times longer than that of an office or retail facility. That's why developers and consultants in the hotel real estate segment have to think in much broader time terms and, already at the initial stage of project implementation, take into account all possible factors that will allow the hotel to operate for decades without major reconstructions associated with changes in the building’s design (which is quite problematic, especially if the facility is located in historical center cities). Parameters that form the basis of the concept hotels, include its market segmentation, analysis of the existing or future competitive environment, marketing research of the land plot on which the construction of the facility is proposed, and many other indicators typical for the hotel industry (potential occupancy, average tariffs, and so on). In addition to the above factors, in the process of developing the concept of a hotel project, indicators such as its class, scale, format and location play a huge role. According to Daniel Koetser, head of CB Richard Ellis Hotels in Central and Eastern Europe , “the size and scale of a hotel facility do not always directly correlate with the area of infrastructure, although usually the larger hotel, the more likely it is to represent a wide range of services. At the same time, the location factor has a significant impact on the content of the project. But the most important factor is positioning hotels and what services are needed to meet the requirements of the target audience.”

Infrastructure facilities presented in the main 4-5 star hotels in Kyiv
Name	Class	Number of rooms	Infrastructure
Hyatt Regency	5 stars	234	Grill Asia and Brunello restaurants, Bar on 8 and Lobby Lounge, SPA Naturel, Olympus sports club, swimming pool; conference space and banquet hall (1000 m2), Dessange hair salon, exclusive Patrick Hellman and Bovet 1822 stores
"Premier Palace"	5 stars	289	3 conference rooms with a capacity of up to 300 people, a business center, a fitness club with a swimming pool, 2 restaurants (Sumosan and “Empire”), a casino, a lobby bar, a sports bar and a lounge bar, a gallery of boutiques, night club
Radisson SAS	4 stars	255	Bistro Cote Est, Mille Miglia restaurant and Enoteca cafe, K-Largo cigar bar, Pace fitness club with gym, Finnish sauna, solarium; conference area (407 m2), as well as a jewelry store, bank branch, lobby
Opera	5 stars	138	Conference hall "Symphony" (270 m2), which can be transformed into 6 halls with the possibility of various configurations, La Scala restaurant, Bellini's bar, Lobby Lounge, beauty and health center DIVA SPA, fitness center with aquazone

In addition, special attention is paid to the analysis of third-party users, since the main elements of the infrastructure hotels– establishments F&B, conference or business area, less often SPA and fitness - can serve not only the needs of guests, but also work for the external market. Therefore, analysis of the location area hotels will help determine the capacity and power of infrastructure facilities. Let's consider the main factors that form the composition of the hotel complex infrastructure, separately. HOTEL CLASS Positioning of a hotel project in a certain class presupposes the presence of certain infrastructure elements. The higher the class of the hotel, the more varied, original and higher quality the services provided should be. So, if for hotels In a 2-star category, one catering establishment and individual elements of service are enough, but in a five-star category hotel, in addition to several different food establishments, infrastructure should include a business center and conference space, fitness, SPA and much more. According to Marina Usenko, Vice President of Jones Lang LaSalle Hotels, "If speak about hotels 3 stars and above, that is, a certain mandatory set of services that they offer. As a rule, in hotel there must be a restaurant with a certain number of seats, open all day. For a 4-5 star hotel, these are establishments with pan-European cuisine and a gourmet restaurant suitable for an evening out. Such requirements are the minimum that must be provided developer V hotels high level. There may also be small bars and cafes that cater not only to the hotel crowd. However, you should not overdo it, since this is not the most profitable element of the project. The area for sports is also allocated depending on the level hotels: this can be a separate room with exercise equipment and a shower, and in hotels A higher class requires a swimming pool and an instructor. As for other elements, such as banking services, a business center and a conference room, this is usually an integral part hotels high class. All other infrastructure elements (shops, bars on the upper floors, etc.) are optional and depend on where the hotel and what audience it is intended for.” Obviously, the higher the class hotels, the larger the area occupied by infrastructure facilities. At the same time, as noted Konrad Mayer, General Manager of the Radisson SAS Kiev Hotel, “you need to understand - the higher the category hotels, the more expensive it will be for the owner, but this does not mean at all that it will also be highly profitable. A two-star hotel with a limited supply of services can be more profitable than a five-star hotel with all kinds of infrastructure and high quality services." Daniel Kötser explains the importance of infrastructure for hotels of various levels: “For high-category hotels, a set of infrastructure facilities is a vital necessity, while for the economy sector a fairly flexible approach is used when creating content. It is worth noting that the level of expectations and requirements of guests is also constantly growing, and more and more services are becoming a necessity for hotels a certain level. Yes, today wireless Internet is also a necessary element in a 2-star project.”

Pool hotels“Premier Palace”, Kiev photo: “Premier Palace” Speaking about certain requirements for the composition of the infrastructure depending on the category of the hotel, it should be noted that there are no uniform world standards in this regard, just as there is no single international classification of hotels. So, for example, according to Alexander Litvin, when creating hotels"Premier Palace" developer relied on interstate standards of the CIS countries, introduced as state standards in Ukraine: “Already at the construction stage, it was known that the majority of hotel guests would be foreigners, which is why international standards were adopted, among other things. They clearly state the minimum areas of rooms, bathrooms, etc., which we fully complied with. But such parameters as the ratio of leisure infrastructure and room capacity are not specified in the standards, although these technological issues must be laid down at the design stage (how many seats will there be in the restaurant, based on the maximum number of residents, how the flows will move, guest service technology, etc.). d.)". All hotel operators have their own developed standards for infrastructure, which, on the one hand, are clear and quite strict, on the other hand, they imply a certain flexibility due to the individuality of each hotel in the chain and its location. Moreover, within the same brand, the operator can vary and expand standards. Thus, Park Inn hotels can correspond to both 3 and 4 stars, Radisson - 4-5 stars, but at the same time the operator positions the hotel not as a specific set of “stars”, but as a brand that implies full compliance with the quality of services and services expected by it target audience. Daniel Köster explains this approach to infrastructure this way: “Most international hotel chains has fairly specific standards that all new projects must meet. Obviously, some flexibility is also required regarding product suitability and placement. Within one hotel group, several brands can coexist, differing in the range of services provided, type, size of rooms and other parameters, which helps the consumer make a choice. However, most hotel groups have a specific ethos that they try to replicate in subsequent projects, and this approach ensures that the brand's credibility is widely recognized. Four Seasons uses this principle for its high-end properties, while Accor has had success with its Ibis brand in the economy sector." Marina Usenko also agrees with the opinion that a network operator must be flexible in terms of organizing infrastructure: “Hotel operators simply must be flexible. Safety standards contain very strict norms and requirements, while the approach to internal “stuffing” implies greater freedom of action. Obviously, if hotel effectively planned, any operator will be willing to make some deviations from normal practice, especially if we're talking about about a historical building or transferred from an office or other building. For example, the Hilton Leningradskaya, which should open by the middle of this year, is so beautiful and unusual that the operator was ready to make some concessions in order to secure this property. As a result, hotel will not be entirely typical for him. Thus, the conference areas are not grouped in one place, around the ballroom, but are located on different floors, simply because the design of the building does not allow it to be done otherwise. However, due to the fact that such internal organization is complemented by decor and design, the hotel operator agreed to manage the property.” LOCATION AND CONCEPT

One of the restaurants at the Hyatt Regency Kyiv hotel photo: Oleg Gerasimenko Experts consider the location and type of the hotel project to be the main factors that have a direct impact on the composition of the infrastructure. Depending on whether it is a resort hotel or a business hotel, the composition and capacity of infrastructure facilities will differ. Yes, resort hotel for tourists and vacationers it should provide more services and services that provide a comfortable stay for guests. The task developer and the consultant in this case is to create all the conditions so that clients do not have the need to leave the hotel, or do not have a desire to have breakfast or dinner elsewhere. In a non-resort city hotels are mainly designed for businessmen, and therefore the main emphasis can be placed on the conference component and banquet area. One of the important conditions for a successful hotel project is that the concept of each infrastructure element matches the hotel’s surroundings. Based on the location of the site, developer and the consultant determine how much infrastructure capacity and power is needed for a particular project. If the site is located in the center of Kyiv, and there are no restaurants around or there are not enough of them, for hotels 3-4 stars for 250 rooms, it is necessary to provide restaurants with a total number of seats of at least 200 (and seats in a restaurant and cafe cannot be combined). In addition, it is necessary to take into account the factor of market development. An example of the project’s compliance with the current state of the market is given by Marina Usenko: “The set of infrastructure elements and the areas allocated for them are in any case determined based on a study of supply and demand, analysis of the site where the hotel. Even an obligatory factor is catering establishments and the area they occupy in the structure hotels, – is very individual and depends on the state of the market. Classic example - hotel"Grand Hotel Europe" in St. Petersburg. When it opened in the early 1990s, after a major renovation, there were 7 different food establishments. At that time, there was no high-level restaurant culture in St. Petersburg and such filling was justified. But now the situation has changed, and as a result, when in 2005 hotel was resold, the new operator decided to reduce the number of restaurants, since they had become financially unviable, and give part of the premises on the ground floor to shops.” The ratio of income from infrastructure elements and room sales also depends on the type of hotel facility. Konrad Mayer also points out this factor: “The ratio of income from infrastructure to the number of rooms varies significantly depending on the type of facility. So, this figure can be either 30% (infrastructure) and 70% (income from the sale of rooms), or 50x50%, if the areas for holding receptions and conferences are large enough.” VOLUME An equally important factor in determining the composition and capacity of the infrastructure is the volume of the hotel project. The volume of space allocated for infrastructure elements must be proportional to the volume of the hotel: the more hotel, the more space the service facilities will occupy. Despite the lack of uniform standards for organizing infrastructure, there are recommendations regarding the ratio of the number of rooms and other areas. For hotels high class this ratio can be 50x50%; for projects of a lower class, accordingly, it will be smaller in favor of rooms. In general, according to Konrad Mayer, “if 50% of the area is allocated for rooms, and the remaining 50% is divided between back of the house(office premises) and public areas – front of the house(restaurant, bar, fitness, lobby, reception area), you will get an acceptable ratio. For example, in hotel Radisson SAS Kiev 255 rooms occupy approximately 8000 m2, while back of the house– 6000 m2, remaining areas ( front of the house) – also 6000 m 2 ". Gianni van Daalen as an example hotels Kempinski chain provides the following ratio: “35% of the hotel area is occupied by infrastructure facilities, 65% by rooms, but this figure may vary depending on the individual structure of the project.” The scale and number of hotel rooms directly affect the capacity of infrastructure facilities, and, first of all, establishments F&B. Obviously, the number of seats in a restaurant must correspond to the number of rooms. Thus, when forming the concept of a hotel project, it is important to understand that, depending on the positioning, location and scale, a certain composition of infrastructure elements can either confirm the correctness of the chosen niche or become a financial failure for the owner. It is necessary to correctly plan the economics of such a project, model and calculate the generation of cash flows, and also derive the optimal ratio of the number of rooms and infrastructure elements in order to meet the expectations of guests and work efficiently. WHO MANAGES HOTEL INFRASTRUCTURE FACILITIES As a rule, all major infrastructure facilities in a hotel are managed by the owner or hotel operator. Considering the fact that the service component of a hotel includes a large number of different, specific and difficult to manage businesses - restaurants, fitness, SPA, etc., one can imagine what kind of experience and staff the management team should have. Hotel operators have developed requirements and standards for managing infrastructure facilities, and also have significant experience and a staff of managers, which, in turn, allows them to successfully manage the entire hotel complex. The intentions of the operator/owner to independently manage all infrastructure facilities are confirmed by practice and are explained, first of all, by the desire to keep under control everything that generates income and affects the attractiveness hotels and shapes its image. Among the exceptions from general rule- such a specific service as SPA (although, again, Radisson and Marriott have structures that manage this element as well), as well as some concept restaurants that do not sell franchises and “enter” hotel only on your own. You can consider the operating principle of the operator using the example hotels"Baltschug Kempinski", in which a small number of rooms - 230 - has a very extensive set of infrastructure: the Baltschug restaurant, the Kranzler cafe, the Shogun restaurant and two bars, 8 conference rooms and a fully equipped business center; such sports and health services as the Health Club (with a heated pool, jacuzzi, fitness, solarium, massage services), the Sensai beauty salon, as well as casinos and shops. The hotel operator manages most of the facilities independently. IN hotel"Premier Palace", which is managed by the owner, the situation is almost the same. According to Alexander Litvin, “there are tenants on the territory of the hotel complex - a casino, a beauty salon, a nightclub and boutiques. Since these are indirect (non-core) objects of hotel activity, it was decided to give them to individual operators who conduct business independently. The Japanese restaurant Sumosan operates under a franchise scheme. At the same time, the business center, conference rooms, fitness club with a swimming pool, lobby bar, sports bar and lounge bar are managed by the hotel management.” An example of Moscow experience is given by Marina Usenko: “If we talk about Russia, here the operator prefers to control everything himself. As a rule, fitness and SPA also fall within its sphere of influence, which makes it possible to control the quality of all services. For example, in hotel"Swissotel Krasnye Holmy" in Moscow has its own SPA operator - "Amrita", and in hotel Ritz-Carlton is the involved operator. As for restaurants, if there were well-known and reliable restaurateurs in the market, perhaps this part would also be outsourced. Again, this is primarily about control over the situation, so the hotel operator prefers to leave infrastructure management to itself. As for the rental of space by shops, kiosks, and so on, this is absolutely not hotel business, and therefore does not fall under the control of the operator.” INFRASTRUCTURE: ROLE AND IMPORTANCE Summarizing the above, we note once again that a competently developed and professionally managed infrastructure component is the key to success hotels, especially in a rapidly developing and competitive market, since among the primary factors determines its investment value. Noteworthy in this regard is the statement of Gianni van Daalen: “In fact, all the services and services provided by the hotel are an important part of the entire complex and largely form the profile and holistic perception of customers. The more popular infrastructure hotel, the more guests it attracts, and accordingly, the greater the profit. All infrastructure elements must be combined and complement each other, thereby creating a competitive and profitable hotel project. Thus, unfriendly reception staff can spoil the impression of going to a restaurant. Conversely, poor food quality will make a hotel stay unbearable, even if the room service is very high. Creating a project hotels, it is important to determine the target audience, the location of the hotel relative to the country and region, and the current market situation. The application of these factors ensures the creation of an exclusive and competitive product.”