Product details

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Abstract

The owners of the Novotel Suvarnabhumi Airport Hotel planned a grand 4+ star hotel in a prime location, just a five-minute walk from the airport terminal. It would feature 612 guest rooms, multiple food and beverage outlets, meeting facilities and the largest ballroom in eastern Bangkok. The property was co-owned by three Thai government corporations and was set to open on 1 October 2006. Bangkok hotel operator Universal Hospitality Group and French hotel and leisure company, the Accor Group, submitted a joint bid for the management contract when it was opened for tender in September 2004. In February 2005, the hotel's owners awarded the management contract to the Accor-Universal management group. This was after the hotel's design had been finalised and construction had begun. The management consequently felt that they had no meaningful input in the development process. Furthermore, the hotel had been built on a turnkey basis. Hence, when the management group assumed responsibility for the hotel in April 2006, they discovered many operational challenges stemming from what they felt was a misalignment of the hotel's development, construction and operation. The management group spent the first few months grappling with those challenges and seeking solutions.
Location:
Other setting(s):
2006

About

Abstract

The owners of the Novotel Suvarnabhumi Airport Hotel planned a grand 4+ star hotel in a prime location, just a five-minute walk from the airport terminal. It would feature 612 guest rooms, multiple food and beverage outlets, meeting facilities and the largest ballroom in eastern Bangkok. The property was co-owned by three Thai government corporations and was set to open on 1 October 2006. Bangkok hotel operator Universal Hospitality Group and French hotel and leisure company, the Accor Group, submitted a joint bid for the management contract when it was opened for tender in September 2004. In February 2005, the hotel's owners awarded the management contract to the Accor-Universal management group. This was after the hotel's design had been finalised and construction had begun. The management consequently felt that they had no meaningful input in the development process. Furthermore, the hotel had been built on a turnkey basis. Hence, when the management group assumed responsibility for the hotel in April 2006, they discovered many operational challenges stemming from what they felt was a misalignment of the hotel's development, construction and operation. The management group spent the first few months grappling with those challenges and seeking solutions.

Settings

Location:
Other setting(s):
2006

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