THE OPPORTUNITY
TARGETED AT HOTELS
That provides a solid product and a prime location. Our differentiator is professional management aligned with the owner, not a corporate chain.
What we bring to the table
THE ADDED VALUE
PILLAR 01
Comercial & Revenue
• Revenue management and dynamic pricing strategy
• Management of OTAs, channel manager, and booking engine
• Boosting direct sales (website + WhatsApp)
• Negotiation with agencies, wholesalers, and MICE (Meetings, Incentives, Conferences, and Exhibitions)
• Strategy for groups, agreements, and peak season
• Brand repositioning and value proposition
PILLAR 02
Operation & Standards
• Implementation of Standard Operating Procedures (SOPs) for rooms, food and beverage, and front-of-house operations
• Organizational design and staffing planning
• Guest experience management (NPS/TripAdvisor)
• Pre-opening and continuous product improvement
• Oversight of maintenance and preventive capital expenditures
• Service culture and team training
PILAR 03
Financial Management & Asset
• Financial modeling and annual budgeting (USALI)
• Cost control and RevPAR/GOP benchmarking
• Consolidated procurement network — purchasing terms that an independent hotel cannot negotiate alone, with a direct impact on GOP
• Monthly executive reporting for owners
• Contract, supplier, and SLA management
• Internal audit and bank reconciliations
OUR DIFFERENTIATING VALUE
YEARS OF OPERATIONAL EXPERIENCE IN MEXICO
YEARS IN HOTEL ASSET MANAGEMENT LATAM
ACTIVE MARKETS: RIVIERA MAYA, SMA, PUERTO ESCONDIDO, CDMX
GLOBALLY AWARD-WINNING MANAGED LUXURY PROPERTIES
Value Matrix vs. Alternatives
DIMENSION
CORPORATE CHAIN
GENERIC INDEPENDENT MGMT.
BLAU HOTEL COLLECTION
Local knowledge
Low | global models without market adaptation
Variable, rarely with commercial depth
High | active presence in Riviera Maya, knowledge of the source market, seasons and local demand behavior
Alignment with owner
Low | fixed fees, brand objectives regarding profitability
Total | brand objectives regarding profitability
Total — brand objectives regarding profitability
Operational expertise
Brand standard, rigid processes
Basic operational
Proven luxury + lifestyle (SLS, Thompson, Curio by Hilton)
Financial rigor
Standard, slow reporting
Basic accounting
USALI, integrated modeling, procurement and auditing
Impact speed
6–12 months to see changes
Unknown
Diagnosis in 30 days, results in 90
Commercial positioning
Brand channel, corporate revenue
Basic OTAs
Active revenue management + direct sales + negotiation with OTAs and wholesalers
TIME IS NOW
Playa del Carmen is at a turning point: demand is strengthening, but margins are being squeezed by inflation and labor costs. Boutique hotels have the agility that large chains lack; they just need the right team to capture that competitive edge before the competition does.
Proposal Structure
WEEKS
DAYS
Free diagnosis (Weeks 1–2)
P&L analisis, Occupancy, rates, and operating structure.
Free executive report.
90 days Action Plan (1st. Month)
Roadmap prioritized by impact on RevPAR, GOP and guest experience.
STARTING SINCE 2nd. MONTH
STRATEGY ADJUSMENT
Management Contract
Base fee + incentive based on GOP. No branding fees.
Transparent monthly reporting.
Quarterly review with owner
KPIs: RevPAR, ADR, Occupancy, NPS, GOP margin. Real-time strategy adjustment.
First concrete actions
CHANNEL MIX AND PRICING AUDIT
Identify leaks in OTAs and direct sales opportunities.
COST STRUCTURE REVIEW
Benchmark of payroll, suppliers and consumption vs. local market.
VALUE PROPOSITION REDESIGN
Differentiated positioning by leveraging beach clubs and shared rooftops.
GROUP AND MICE STRATEGY
Activate the group and agreement segment with attractive rates and packages.
