CASE STUDY

In times of crisis, it is important to know your allies. During the global pandemic of 2020, hotels and resorts across the world were closed. Many owners were left to fend for themselves.

Global hotel brands developed a series of initiatives for owners, but they fell short of the financial and strategic needs of the properties during the crisis. The programs included offering owners of closed hotels the ability to defer renovations required to comply with brand standards, deferring payment of management/franchise fees, temporarily waiving the requirement for hotel owners to make monthly contributions to the FF&E Reserve, reducing sales and marketing fees and waiving the requirement for hotel owners to maintain certain levels of working capital.

Salamander approached the crisis like an owner – because we are owners. To help the hotels recover and come back stronger, Salamander Hotels & Resorts did not collect any management fees during the time our hotels and resorts were closed, and our executives worked round the clock helping ownership groups navigate new and complicated government regulations in two countries to receive emergency funding.

Additionally, we prepared a strategic plan for each hotel, directly assisted our properties in furloughing employees and created ways for these employees to keep their benefits during this time. With very limited staff on site, the Salamander corporate team assumed direct sales and marketing functions, provided strategic crisis communications support and directed vital finance functions, including much-needed cash management.

While our plans have helped each property financially rebound and excel, our caring and personal approach to management highlights another key differentiator to working with Salamander Hotels & Resorts.