The document describes several hospitality projects that István Pap has contributed to in Italy and Hungary. The projects include: 1. Building awareness and operations for two wine estates in Italy owned by a large agricultural company to offer hospitality and wine tourism experiences. 2. Reorganizing and repositioning a wine shop and event location in Marsala, Italy, including interim management. 3. Providing interim management, operational strategy, and consultancy for a boutique wine resort in Italy that was financially unsustainable due to high costs and seasonal operations. Expansion of the resort increased revenues and profitability. 4. Coordinating the sales, marketing, and operations of multiple hospitality properties owned by

1. Cases
István Pap
+39 366 255 1330
i.pap@milanex.eu

2. Wine Hospitality of Genagricola spa – Valpantena (VR) and Colli Orientali del Friuli (UD), Italia
Strategy
 Preparation of Business Case
 National and territorial benchmark analysis/ Definition of competitor set
 Elaboration of a positioning strategy for economically sustainable management and operations
Start up
 Definition and creation of the organisation structure of operations
 Elaboration of the Action plan of the start up period/ licenses of the activities/ staff trainings/ support to operations
 Definition of sales and marketing channels, tools and procedures
 Development - commercial strategy / processes and budget-monitoring-forecasting system to support the teams to follow the main objectives and among actual market
circumstances
Management
 Interim management / on the job training of managers and operational staff of the estates
 Support for the operations of the structures
 Management of the digital booking engine (Divinea Wine Suite) and Google My Business / Google ADS platforms of the properties
 Conclusion of commercial agreements with sales channels (on & off line)
 Leading the Budget-monitoring-forecasting activities
 Collaboration with professional partners (on site and at professional fairs) to minimize the length of the market awareness creation period
 Successful launch of new activities within months after the strategic decision to create the new business unit
 Services and operations in line with the positioning plans
 Constantly growing awareness both on & off line channels
The largest agricultural company in Italy (owned by the Generali group) decides to offer hospitality and wine
tourism experiences on two estates: Costa Arènte e Torre Rosazza
Main objectives: - Build awareness and credibility for the two estates
- Create ambassadors of Costa Arènte and Torre Rosazza wines in Italy and abroad
- Offer experiences that allow guest to immerse into the territories of the brands
The two estates previously hosted only internal group events. Opening to the external public requires the
creation of a new business unit with its own strategy, organizational structure and operational management.
Cases| István Pap
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Hospitality – project examples

3. Ouverture - Cantine Pellegrino – Marsala, Italia
Reorganization and repositioning project – consultancy and interim management
Wine shop and event location offering cellar visits, local food and wine experience and wine delivery
A landmark Sicilian wine producer created a modern structure overlooking the Egadi Islands in 2014. Despite the
lack of the strategy the activity has growing results. The owner has decided to develop the organizational
structure and to create the commercial strategy in line with the business potential of the project aiming at
experiential tourism with higher positioning.
Cases | István Pap | MilanEx
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Hospitality – project examples

4. Capofaro Locanda & Malvasia – Island of Salina, Italia
Aff.: Relais & Chateaux
Interim management – operation and strategy – 3 years
 Analysis – human resource/ procedures/ P&L statements/ competitors
 Development – S&M strategy/ procedures/ KPIs- budget-monitoring-forecasting to enable to follow the strategy and to respond to the actual market needs
 Implementation: action plans/ staff trainings / monitoring / temporary management of operations
 Creation of strategy for repositioning to enable cashflows that render sustainable the operation
 Definition of sales channels and tools that are in line with the repositioning process
Strategic consultancy – 2 years
 P/L and CF calculations for property extension
 Definition of affiliation to support the repositioning and financial reassessment process
 Managing the affiliation process with Relais & Chateaux
 On going contribution to the operational budget-monitoring-forecasting activities
 Successfully implemented strategies
 Extension of the structure to 27 rooms (+50%), extension of turnover to more then double p.a (+135%),
 RevPAR (Revenue Per Available Room) achieved is more than triple (+230%) in respect to entire Italy and it is in line with the result of the best wine resorts of Tuscany
 Stabilized financial operations
 Capofaro: Location of the year 2014 (Corriera della Sera)
 After the extension the hotel is one of the few ones in Italy and the only one among R&C properties offering a stay at a functioning lighthouse (unique and additional USP)
Boutique Wine Resort with 18 rooms, which was born out of the love that the Tasca
d’Almerita family have for wine and sea, overlooking Panarea and Stromboli, situated
on the greenest island within the Aeolian Islands, that are part of UNESCO World
Heritages.
Risky scale of economics at a location with expensive construction and operational
costs. Seasonal operation that renders difficult to engage staff. Management that had
no adequate sales & marketing strategy, neither with regards to the potentials of the
structure, nor concerning the economic needs of the investments. These factors
together have resulted unsustainable economical goings.
Cases | István Pap
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Hospitality – project examples
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5. Hospitality – Complementary service projects
Tasca Wine Retreats – Sicily, Italia
Collection of various hospitality places of the wine making
Tasca d’Almerita family:
Capofaro Locanda & Malvasia, Regaleali – Case Grandi, Villa Tasca
The hospitality activities of the different locations within the group were managed without coordinated planning or operation that could have had synergic effects.
 Analysis – sales & marketing procedures/ P&L statements/
 Development – definition of brand, S&M strategies, procedures, service proposals and cross–sales rules, landing page
 Implementation – staff training / coaching and monitoring/ management of special request/ cases
 Trained and motivated staff
 Major visibility for all units
 The joint proposal is more complex and attractive for the travellers, for communication and distribution channels, and for business partners on the experimental travel field
 Advantageous financial operation for all locations
NB: long term targets have not been met yet
Cases | István Pap
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Naval Project, Aeolian Islands, Italy
Naval services for public transport and entertainment
purposes for high value customers
The actual scale and quality of services is not in line with travellers’ expectations
keeping away from the destination lots of potential travellers of the target segment
 Research and analysis
– surveys with hotels in the local competitor set to develop territorial scenarios
- legislation and regulations
- the market of vehicles and facilities
 Development – product and management scenarios
 Status, where after some finetuning the scenarios can be converted into value
propositions to investors
Seaplane Project, Aeolian Islands, Italy
Territorial air connection solutions to enrich the
existing network and to ease the arrival of high
value customers
The actual scale and quality of services is not in line with travellers’ expectations
keeping away from the destination lots of potential travellers of the target segment
 Research and analysis
– surveys with hotels in the local competitor set to develop territorial scenarios
- legislation and regulations
- the market of vehicles and facilities
 Scouting of quality players to form concept team
 Met milestone to be able to create the concept team, that can create and deliver
value propositions to private and public investors
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6. Lánchíd 19 – Budapest, Hungary
Aff.: Design Hotels
Expensive construction without a sales and marketing strategy a year after the opening that would be in line with the economical needs of the investment. In consequence
the financial performance of the project was not sustainable and the owner company had serious cash-flow problems.
 Analysis – human recourse/ procedures/ operational P&L/ competitors
 Development – sales strategy/ processes/ KPIs-budget-monitoring-forecasting to support the operation to be able to follow the strategy and to respond to the actual
market needs
 Implementation: action plans/ staff trainings / monitoring
Duration of the project: 18 months
 Trained and motivated staff
 Successfully implemented strategy
 After a year the hotel became one of the top performers regarding RevPAR (Revenue Per Available Room) in Budapest
 Financial status of the enterprise has been stabilized
Cases | István Pap
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Hospitality – project examples
Boutique Hotel with 48 rooms, multi-award winning design hotel in
central Budapest on the banks of the Danube; offering stunning views of
Pest and the Buda Castle, UNESCO World Heritages. The only affiliate of
Design Hotels in Hungary
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7. Adina Aparment Hotel – Budapest, Hungary
Aff.: Adina Apartments of TFE Hotels
Pre-opening & Start up – General manager – 1,5 year
 Provided technical reviews during the planning and construction phase of the project to ensure coherence with operational needs and brand design standards
 Collaborated with construction project managers during the acquisition process of all FF&E items to minimize the investment cost by achieving design and operational targets.
 Selected key staff members
 Developed local S&M strategy/ procedures
 Implemented TFE’s KPIs - budget-monitoring-forecasting system
 Assured the fulfilment of time-schedules by effective task forcing
Operation – Company manager, General Manager - 7 years
 Prioritized sales channels and techniques to maximize revenues using empowerment
 Managed a sophisticated financial management system for budgeting, monitoring and forecasting to ensure data accuracy for the extension strategy
 Involved third party service partners (outsourced services like Housekeeping, Security, Internet provider) to enhance financial results
 Developed a 360° staff evaluation and bonus system combining qualitative performance of individuals with the quantitative performance of the team
Development – 8 years
 Scouting for new management opportunities in the CEE region
 P/L and CF calculations for potential new properties
 Participated the construction and start up phase of the 2nd European property in Copenhagen
 Successfully launched pilot project in Budapest
 The property arrived to top RevPAR (Revenue Per Available Room) performers in Budapest in 2nd operational year
 Fruitful collaboration with the group to contribute to their tangible extension in Europe
Apartment Hotel with 97 apartments, close to the city centre and CBD of Budapest in
a residential area with access to the Danube river and very good traffic connections.
Completed in 2000 as the pitot project for the Australian group to test their European
expansion intensions utilizing their matured experiences in construction (residential,
office and apartment hotel), operation and management.
Cases | István Pap
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Hospitality – project examples
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8. Hotel Szépalma – Porva, Hungary
A Swiss banker has decided to revitalize a former agricultural centre that has found completely decayed. It was acquired 1993, revitalized and reconstructed in 3 years, it
has become a breeding place of the Lipizzan horse race and the training centre of the Spanish Horse Riding in Hungary, vivid agriculture on 120 ha, a quality hotel with
local style constructed and managed with Swiss attitudes in all details.
Pre-opening & Start up – Hotel manager – 9 months
 Provided technical reviews during the construction phase of the project to ensure coherence with strategic and operational needs
 Managed the acquisition process of all FF&E items to minimize the investment cost by achieving design and operational targets
 Scouting and selection of staff
 Developed commercial and communication strategy, procedures and tools
 Development and implementation of budgeting-monitoring-forecasting
 Assured to achieve targets and deadlines by efficient action plans and monitoring
Operation – Hotel Manager – 3 years
 Executed the commercial and communication procedures following strategies
 Managed budgeting-monitoring-forecasting ensuring that operation would meet targets
 Executed carefully planned facility management in full autonomy on a remote location
 Contributed to the development of a 360° staff evaluation system combining quantitative and qualitative aspects of individuals and the team
 The hotel has become di no. 1 small hotel for corporate training and meetings in Western Hungary already in the 2nd year of operation
 Reached high loyalty rate both in the individual and in the corporate segment
 Well trained and motivated staff with low turnover rate
 Stabile and sustainable financial results
Cases | István Pap
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Boutique Hotel with 35 rooms, on the highest hill of Western Hungary,
hidden in the woods with direct access to fauna and flora. Beloved place
for travellers of mindfulness, for families seeking for access to nature, for
companies for their corporate meetings and trainings. Traditional and
local cuisine based on seasonality out of own and local production.
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Hospitality – project examples