Gransier & Associates helps optimize struggling hotels in Europe for lenders and investors. They conduct thorough operational reviews to identify issues and increase property value. They then create multi-year plans to boost revenue and cut costs in order to sustain debt payments and sell the property at an increased value within 2 years. Their turnaround solutions include restructuring labor agreements and management fees, optimizing costs, and implementing new digital marketing and revenue management strategies.

1. Results Driven:
Gransier & Associates are specialists in the revitalization of hotel properties in the
European marketplace, serving both lenders and property investors.
We help optimize and secure maximum value for our clients' hotels that are currently in
distress.
In cooperation with international and established Real Estate Valuators and Brokers we get
involved in hotel operations, turn-around a hotels' bottom line by improving turnover and stream-
lining operating cost.
As a consequence, property debt service will be sustained; the hotel is kept in shape, while
property value is maximized.

2. What we do:
We conduct a thorough Operational Due Diligence Review of our client’s assets, from an
operational perspective.
Our team will implement a strategy to increase our client’s hotels' property value.
We maximize our property investor's long-term gains, by simplifying property investor and
hotel operator relations.
Based on our findings we can evaluate the current, as well as identify potential property
value.

3. Operational Due Diligence Review:
Complete review of hotel operations, checking operational capacity to meet the projected bottom
line:
Ideal for getting an actual picture where the hotel stands from a lender -of, and/or property
investor perspective.
Considering the reliability and integrity of service delivery versus the agreed product, and/or
brand promise.
Assuring operator and/or brand contribution versus total turnover conversion.
Full check of the efficiency and operating cost of the organization.
Property review of maintenance and status of FFE/capital expenditure planning, as well as
fire & safety and hygiene (incl. HCCP) compliance.

4. Turn Around Solution:
Objective: Improve Property EBITDA in order to sustain Financial Obligations,
increase Equity Value for the purpose of Sale, from 24 Operating Months per a 5-
year P&L Plan:
Preparation and implementation of a 5-year P&L Plan showing growth down to EBITDA per
year, by maximizing Revenue and downsizing Overheads.
Preparation and implementation of a unique Property Positioning, Marketing, Sales,
Revenue & Distribution Strategy, without the need for Branding -or Management Fees.
Preparation of a Property Value Assessment, based on the current Property Value, and
potential Property Value following a Turn Around.
Assignment of a reputable Property Broker to conduct a search for Property Sale, based on
the potential Property Value, per the Property Value Assessment.

5. Turn Around Actions:
Preparation and implementation of an efficient Property Operating Costing Structure, with
an emphasis on restructuring Labour (incl. Unions´ Collective Agreement), voiding Property
Agreement on Management and Branding fees, as well as optimizing Operating Cost, especially re
Distribution Cost in Sales, Laundry, Repairs & Maintenance and Energy.
Design and implementation of a new Property Customized Website and an on-line booking
tool with global Travel Trade and Internet connectivity.
Implementation of Search Engine Optimization tools and Social Media Management tools.
Implementation of on-line Corporate & Travel Trade booking tools, Mobile Telephone
booking tool, and a special RATE PROMO tool respecting on-line rate integrity.
Implementation of products, services and sales tools for MICE and Local Corporate sales.
Implementation of products, services and sales tools for Wholesale and Tour-Operator sales.
Weekly on-line Revenue Management conference call.
Monthly 1-day Revenue Management & P/L Review Meeting on property, to coach the
Property Management team in conversion of Sales Leads, Revenue & Distribution Management
and Cost Management down to EBITDA.
Monthly Reporting to the Owning Party on development of Key Performance Indicators,
including Assessment Consultation.