CHANGI MOTORSPORTS AUTOMOBILE PTE LTD
Singapore ACRA NO:
200808189M Phone: (65) 96515289 E-mail: sales@brandonjapanev.com
Hotel
Rooms Refurbishment & Lobby Face Lift Management Division (Project
Management Service)
Hotel Lobby Face
Lift Project Management service include 3 free Lobby Dιcor design for S$30,000
No GST. (Singapore Hotel)
-
Follow
through all renovation material selection (cost down to your budget needs)
-
Oversee
project contractors quotation tendering process
-
Supervision
& adhere to time table given
-
Guarantee
70% occupancy rate capacity with minimum disruption
-
Full rebranding & marketing report of your
Hotel
-
Free project cash flow forecast, NPV analysis
& bank loan application service
Highly Customizable Lobby
with full Project overseeing period
Hotel Rooms
Refurbishment Project Management service include 6 free Interior Dιcor design
for S$80,000 No GST. (Singapore Hotel)
-
Follow
through all renovation material selection (cost down to your budget needs)
-
Oversee
project contractors quotation tendering process
-
Supervision
& adhere to time table given
-
Guarantee
70% occupancy rate capacity with minimum disruption
-
Full rebranding & marketing report of your
Hotel
-
Free project cash flow forecast, NPV analysis
& bank loan application service
Highly Customizable rooms
with full Project overseeing period
Customise Boutique Hotel with Special Mixture
of Theme like :
1)
Outer Space living (with basic color scheme like silver, white, grey and red)
2)
Texas Cowboy style
3)
Under water world
4)
Cute Japanese cartoon theme
5)
Modern Chinese Oriental
6) Mixture
of Korean & Japanese
7) Mixture
of Persian,
8)
Indonesian Bail
..
Hotel Project Conceptualize & Building Management Division.
Web
site: www.hotelunderwaterworld.brandonjapanev.com
Seeking
investors to jointly develop a bold new theme Hotel in Singapore
Under
Water World Hotel Opening Soon in
Imagine
sleeping next to your favorite under world water world sea creatures like
shark, giant octopus, whales and dolphin.
Contact
Full turn key project management package for a
fee of S$250,000
Under Water World 8 Storey Hotel Underwater World Core Centre Glass Aquarium with rooms on its Outer Core
Under
water world core glass Aquarium Hotel
Floor Plan
Underwater
World Core Glass Window Aquarium 100%
Hotel Room with see through Aquarium Window glass
Sleeping
next to your favorite under world water world sea creatures like shark, giant
octopus, whales and dolphin
Top of the
aquarium with hotel bar lounge, SPA and Fitness room
Under
water world restaurant at the basement of the Hotel
Key
components of a Hotel Refurbishment
Hotel refurbishment projects are
almost invariably budget-driven, and the main task of the project team is to
achieve the optimum balance between the hotelier's vision and the constraints
imposed by the budget, time scale and condition of the building. Refurbishment
projects are often initiated at short notice and difficulties can arise if the
available budget is not stated at the outset or a clear brief not provided.
Guest rooms
- Creation of new rooms Adding rooms immediately adds
to hotel revenue and capital value. Opportunities can be found in light
wells, in redundant staff accommodation and through building extensions or
annexes. However, such projects can face significant planning problems, usually
associated with traffic generation, rights to light, and aesthetics.
- Adjusting room sizes As part of a rebranding exercise, room
sizes may be increased to accommodate larger bathrooms and to provide more
working and living space. Existing structure and fenestration determine
the practical extent to which rooms can be remodeled.
- Improving bathrooms Bathrooms are an important source of
differentiation and present a great opportunity to introduce contemporary
design themes. At present, glass, natural stone and high-quality lighting
are the preferred signature components.
- Providing high-quality entertainment and IT Hotels are now expected to
equip guest rooms with CD and DVD facilities and video games and sometimes
TVs in bathrooms. On the IT front, the emphasis is on the provision of
intensive in-room facilities, including Cat 6 cabling, broadband internet
and private DDI incoming phones.
- Increasing individuality Some operators are moving away
from the provision of standard rooms, using different layouts, interior
design furniture and fittings to give greater variety to repeat visitors.
Cutting-edge refurbishment projects are adopting a "less is
more" approach, giving larger rooms a smaller number of
better-quality fittings.
Other
areas
Investment in other operational areas will be prioritised according to
available budgets. It is quite common for work in connection with non-revenue
generating elements such as programmed maintenance of roof finishes to be
put on hold to allow other works to proceed. Areas where investment is
typically directed are as follows:
- Front-of-house areas The current fashion is to
design bars and restaurants as stylish destination venues. But as the
marketplace becomes more crowded, less emphasis is likely to be placed on
leading-edge design.
- Conference facilities These are a valuable generator
of revenue, in both city-centre and out-of-town locations. Facilities
need to be configurable to a range of meeting room sizes using moveable
partitions and well-located power and control panels. Clients also
require the facility to control and manage extensive audiovisual and
building services installations remotely.
- Back-of-house areas Investment here may include
improvements to layout, circulation and facilities to improve staff
productivity and working conditions.
- Improvement of on-floor circulation This typically includes the
addition of new and larger lifts and changes to corridor layouts to
simplify access and orientation.
Procurement
Successful
procurement for hotel refurbishment depends on using specialists at all stages,
from designers to subcontractors. Consultants need to understand the client's
objectives and aesthetic expectations and be able to identify solutions that
can achieve the required effect within a tight budget. Contractors need an
understanding of how hotels operate, access to a specialist supply chain and
the ability to work effectively on phased projects in occupied buildings. Above
all, the client, project team and hotel general manager have to create a team
ethos aimed at completing the project on time and within the budget.
A
particular problem associated with the speed of hotel refurbishment
especially for finishes and for furniture, fittings and equipment is the need
to secure sufficient materials to meet fast programmes. Early procurement,
through either client direct order or early appointment of contractors, is a
common solution. Direct orders by the client may yield benefits associated with
buying power, but can expose the client to greater risk, such as knock-on
delays to the rest of the project if deliveries are delayed. Where direct
buying is used, it is advisable to transfer responsibility for the management
of orders to the contractor.
Traditional,
lump-sum procurement based on sequential design and construction can, in a
hotel refurbishment, deliver the best results if the right level of design
information is made available on time to the contractor and if variations are
kept to a minimum.
Construction
management can be an attractive alternative, as it has many features that may
help to deliver complex, fast, high-quality projects. However, the opportunity
to start on site before the design is fully developed is a source of
considerable risk if the production of design information cannot keep pace with
progress on site or if design changes are introduced. In these circumstances,
the combination of split responsibility, no early cost certainty and a lack of
detailed working drawings can result in post-contract difficulties affecting
both cost and programme.
Since
the duration of construction is usually short, detailed design work must be
completed before construction starts. Where the overall programme is
particularly tight, a good option is two-stage tendering of lump-sum contracts
initially based on the pricing of preliminaries, overheads and profit and
either some early packages or a schedule of rates. This approach generates
benefits of early contractor involvement and improved co-ordination, reducing
the risk of delay and cost overrun, which in turn helps to offset the higher
initial costs that can be experienced with two-stage tendering.
Once the
main contractor has been appointed, selection of specialist or trade
subcontractors should be carried out on the basis of joint competitive
open-book procurement, with the main contract being converted into a lump-sum
contract before work starts on site.
Trends Driving Refurbishment
Although hoteliers typically keep
tight control of their expenditure on properties, regular refurbishment is a
necessity to maintain customer loyalty, room rates and market share. Guest room
refurbishment schemes fit into two broad categories, depending on the extent of
work refreshment, and remodelling/rebranding.
Guest room refreshment is
required every five to seven years and involves adding new elements to rooms to
ensure that the hotel is competitive within its market. The typical scope of
works includes:
- redecoration
- replacement of furniture, fittings and
equipment
- minor works to improve ease of operation,
such as changing door sizes to accommodate larger room-service trolleys.
Remodelling or rebranding aims to
move the hotel into a different market sector, increasing room rates and
overall yield. Such a refurbishment involves major works on guest floors,
including:
- creating new guest rooms from redundant space
- replacement of bathrooms and services
- changing room layouts and sizes
- adding comfort cooling
- introducing new guest facilities, including
IT and in-room entertainment
- complete replacement of finishes, furniture,
fittings and equipment.
Rising
customer expectations
Competitive pressure for
refurbishment has come from changes in the demographics of the hotel market and
from innovations by niche operators. In the business and luxury sectors, new
standards have been set by the boutique hotels, aimed at a younger clientele.
These are either design-led, such as Ian Schrager's
- Room size Five years ago, 28-32 m2 was normal for
guest rooms in business-grade hotels. Now, 32 m2 is the minimum room size
in new developments, with some operators increasing rooms to 36 m2.
- Room aesthetics Hotel guests are increasingly
design-conscious and affluent younger people have become an important
target sector. Design is a key differentiator in this market so hotels
have moved away from traditional finishes, furniture and fittings to adopt
a style influenced by the latest generation of designer hotels.
- Room quality Demand for high levels of comfort and
in-room service, derived particularly from the
Hotel
refurbishment cost breakdown
This cost model details the works
associated with the refurbishment of the guest rooms and front-of-house areas
in a four-star hotel in central
Refurbishment works on guest
floors involve the complete replacement of finishes and services and of
furniture, fittings and equipment in rooms and corridors and the replacement of
services in risers. Works in the public areas involve remodelling and total
refurbishment of the reception area and restaurants and a major upgrade of
conference facilities.
The costs exclude enabling works,
external works and services. The costs of operating supplies, professional fees
and VAT are also excluded. Adjustments to the unit rates should be made to
account for location, site conditions, programme and procurement route.
Potential
problems and technical risk factors
Building condition
Building condition is the major unknown associated with hotel refurbishment
projects. Hotels that have expanded over the years often comprise a complex of
old, stitched-together buildings. Problems can be encountered relating to
differential movement, freestanding structures, uneven floor levels and
convoluted and often redundant services installations. A legacy of ad hoc
maintenance and an absence of record drawings and other technical information
can compound things further.
A key element of risk management
on refurbishment projects is carrying out condition surveys and measured
surveys of the building fabric. This information will assist in the early
allocation of budgets for repair and alteration works and will reduce the risk
of uncovering asbestos or other unexpected difficulties during construction.
Working in occupied buildings
Most hotels will continue to operate during a refurbishment, retaining clients
and key members of staff, to minimise loss of revenue.
Ideally, refurbishment works are
undertaken in a small number of discrete phases, with whole floors being taken
out of commission to minimise disruption. At least 30% should be refurbished in
a single phase to maintain continuity of work. Working in phases increases cost
because of the works associated with high-quality hoardings, isolation,
diversion and resupply of building services, and other temporary works between
phases.
Once on site, key issues are:
- Developing and maintaining a good working
relationship with the hotel management team.
- Speed. Working six or seven days a week and
extended hours is often necessary to minimise disruption and loss of
revenue. Typically, a refreshment project involving 100-120 rooms can be
done in 10-12 weeks; a more extensive rebranding scheme may take 16-18
weeks.
- Maintaining continuity of work. The
co-ordination of multiple trades is highly complex, particularly in
bathrooms, where finishes and services trades are concentrated.
Maintaining the sequence is critical.
- Providing safe, segregated access for guests,
operatives and materials.
- Restricting noisy and disruptive activities
to daytime periods.
- Co-ordinating service shut-downs.
- Achieving certainty of completion, zero
defects and compliance with statutory requirements to permit immediate
occupancy of guest rooms in accordance with the programme.
Structure
The influence of existing structures on new room layouts and services
distribution routes is another area of potential risk. Restrictions on floor
loadings, floor-to-ceiling heights and the construction of openings can
adversely affect the design of rooms and function spaces, circulation and the
installation of services and lifts.
Floor plans and fenestration
The depth of the floorplate and the arrangement of windows have a major
influence on the potential to replan guest rooms. It is not always possible to
create consistently shaped and sized rooms. This is a problem for hoteliers who
want standardised rooms as part of a global brand, but others see rooms with
individuality as adding value. It will cost more to fit out irregular rooms
because standard designs for furniture, fittings and equipment need to be
adapted to fit the space.
Plant rooms
Refurbishment schemes often involve introducing more extensive and
sophisticated services. The size and location of existing plant rooms, together
with the limited availability of extra space in basements and on roofs to
accommodate new equipment, can be a constraint on the options available to the
design team.
Services distribution
The size and location of existing risers and horizontal distribution routes can
be a source of particular difficulty as the requirements for building services
in hotels are enhanced. Installation costs increase and programmes are extended
when services need to be threaded through the structure of an existing
building. High-tech solutions like vacuum drainage can help to divert services
distribution from crowded risers into the ceiling void.
Statutory requirements
Enhanced requirements to upgrade the performance of the building fabric and services
to reduce carbon emissions came into force with the introduction in April of
the revised Part L of the Building Regulations. Areas that will require
particular attention include the thermal performance of the fabric,
airtightness, use of low-energy services and the sizing of mechanical plant.
Hotel Rooms Refurbishment & Face Lift Management Division
(Project Management Service)
CHANGI MOTORSPORTS
AUTOMOBILE PTE LTD
Singapore
ACRA NO: 200808189M
Phone:
(65) 96515289
E-mail:
sales@brandonjapanev.com
Web site : http://www.hotelrefurb.brandonjapanev.com
web site: www.brandonjapanev.com