Hotel Management Services
Eleven services in three practice areas for hotel owners, investors, lenders and non-profits, from a hotel management company based in Kalispell, Montana.
Hotel Management and Hotel Asset Management
Some owners hire us to run a hotel day to day. Others bring us in for a specific need, such as a capital plan, a renovation, an acquisition or a receivership. We define the scope together at the start of every engagement, so everyone knows who is responsible for what.
Operations & Financial Performance
Running the hotel well every day, and keeping the numbers clear enough to act on.
01Hotel Management
Day-to-day hotel operations, led with an owner’s perspective.
MBE is a full-service, third-party hotel management company. We lead the daily operation of your hotel (the team, the guest experience, sales and brand standards) and report clearly to ownership along the way.
We manage branded hotels, independent and boutique properties, resorts and campgrounds. Many are in small towns and secondary markets, where a hotel is often a gathering place for the whole community. Our systems, reporting and leadership are built to scale to larger urban and full-service hotels as well.
- General manager leadership and support
- Hiring, training and team culture
- Guest experience and online reputation
- Sales, marketing and local partnerships
- Brand standards and franchise relations
- Purchasing, vendors and expense control
02Revenue Management
Pricing, distribution and forecasting that keep pace with demand.
Revenue management is how a hotel decides what to charge, where to sell and how to plan for its busiest and slowest nights. Rate strategy (setting and adjusting room rates day by day) sits at the center of it, alongside channel mix and forecasting.
We connect those daily pricing decisions to the hotel’s budget and accounting, so ownership can see how they show up in the results.
- Daily rate strategy and pricing
- Channel and distribution management
- Market and competitive-set monitoring
- Forecasting and budget support
03Sales & Marketing
Building demand for your hotel, with a plan your general manager owns and a system behind it.
Sales and marketing is how a hotel earns its guests before they arrive, and it’s one of the first things owners ask us about. We put a clear sales and marketing plan in place for each hotel, from group, corporate and local business to the hotel’s website, social media and online reviews.
Your general manager owns the local story: the events, the photos and the relationships in town. MBE provides the system behind it, including plans, templates, training and reporting, and we connect the results to revenue management so you can see what’s working.
We also set up the hotel’s website, social media and listing accounts with redundant, authorized access, so no critical account depends on a single person.
Sales
- Annual sales and marketing plan for each hotel
- Group, corporate and local account sales
- Community partnerships and events
- Sales tracking and reporting to ownership
Marketing
- Hotel website and direct-booking strategy
- Social media, photography and local storytelling
- Email and seasonal campaigns
- Online reviews and reputation management
04Accounting
Hotel accounting and reporting owners can read at a glance.
Our hotel accounting team handles your property’s full accounting cycle, including bookkeeping, payroll and tax preparation, so you know where things stand.
We keep reporting clear on purpose. Owners receive easy-to-read daily performance reports, regular financial statements, and the budgets and forecasts they need to plan.
- Full-cycle hotel bookkeeping
- Payroll
- Tax preparation
- Daily performance reports
- Budgets and forecasts
- Regular financial reporting for ownership
Asset Strategy & Development
Planning for the value of the property over the years you own it, from the first look to the next renovation.
05Asset Management
Owner-side planning for the value of your hotel investment.
Hotel asset management looks past daily operations to the investment itself: where to put capital, when to renovate, how to approach a property improvement plan, and when to refinance, reposition or sell.
Sometimes that means repositioning a branded hotel as an independent. That work is underway now at Hotel Granbury in Granbury, Texas.
When we also manage your hotel, our asset management works hand in hand with operations rather than as independent third-party oversight. If your lender or partners require an independent asset manager, we’re glad to work alongside one.
Capital & disposition
- Capital sourcing and structuring
- Refinance, reposition or sell analysis
- Sale strategy and execution
Asset renewal
- Capital and renovation planning
- PIP negotiation and coordination
- Investment performance and return analysis
06Acquisition & Development
From the first look to opening day.
Whether you’re buying an existing hotel or building a new one, we help you evaluate the opportunity carefully before you commit, with market and feasibility work, detailed due diligence and underwriting informed by how hotels actually operate.
For new builds and conversions, we also help plan the opening: positioning, staffing, systems and the launch itself.
Before you buy or build
- Market and feasibility studies
- Site selection
- Detailed due diligence
- Capital sourcing and construction financing
Pre-opening
- Brand development and market positioning
- F&B strategy and partnerships
- OS&E sourcing and supply chain
- Staffing, operational and launch planning
07Independent Hotel Conversions
Taking a branded hotel independent, with a story worth telling and a smooth opening.
More owners are asking whether their hotel would do better without a franchise flag. In the right location, an independent hotel can set its own standards, keep more control over its costs and build an identity around what makes the property and its community special.
We help owners decide whether going independent makes sense, then manage the transition from the first feasibility question to opening day, so guests, staff and the books move over smoothly. We’re doing this now in Granbury, Texas, where our Comfort Suites is becoming Hotel Granbury.
Deciding and planning
- Location, market and demand review
- Franchise exit planning and timing, coordinated with your attorney
- Budget, renovation scope and financial projections
Telling the story and opening
- Name, brand story and guest experience
- Website, booking engine and channel setup under the new identity
- Technology changeover, team training and launch
08Design
Hotel design and renovation, from concept to construction.
Design covers the physical side of a hotel: ground-up construction, renovations, repositioning and brand-required property improvement plans (PIPs).
We bring together hotel designers, architects and builders, and keep the project tied to the budget, the brand’s requirements and the guest experience the hotel is meant to deliver.
- Ground-up hotel design
- Renovations and repositioning
- Brand-required PIPs
- FF&E planning and procurement
- Construction oversight and project management
09Consulting
Experienced help with a specific question.
Not every owner needs full management. Our consulting engagements are for independent hotels, resorts, B&Bs and emerging hotel groups that want an experienced second opinion and a plan they can put into practice.
Projects range from a single operational review to a plan for converting a branded hotel to an independent.
- Operational assessments
- Revenue and expense reviews
- Repositioning and brand strategy
- Branded-to-independent conversion planning
- Support for new and emerging hotel groups
Specialized Solutions
Focused help for lenders and receivers, and for churches and non-profits exploring hotel ownership.
10Hotel Receivership
Steady management for lenders and receivers.
When a lender takes control of a hotel, the property still has guests, staff and bills to pay. A receiver needs a management company that can step in, stabilize operations and protect the asset’s value while its future is decided.
We take over operations, address what needs attention, report clearly to the receiver and lender, and help prepare the property for its next owner. Every situation is different, and our goal is a transition that is as smooth as possible for everyone involved.
- Takeover and stabilization
- Full operational and financial management
- Transparent reporting to the receiver and lender
- Preparing the asset for sale or new ownership
11Non-Profit Integration
Hotels that help fund the mission.
MBE helps churches and non-profits explore hotel ownership as a sustainable source of support for their mission. A well-run hotel can create steady revenue that helps fund ministry and community work.
This one is personal. Eric and Rita Bahme founded Eastside Church in Portland, Oregon, which bought a run-down Travelodge, renovated it and reopened it as a Quality Inn & Suites and a Rodeway Inn. Choice Hotels named both Platinum award winners, and in 2008 the Business and Mission Network ranked the church community No. 13 among its top 25 business-as-mission companies.
Every organization’s structure is different, so we work alongside your legal and tax advisors to find the right approach.
- Mission and feasibility assessment
- Hotel acquisition guidance
- Day-to-day hotel management
- Clear reporting for boards and leadership
- Ways for the hotel to serve your community
Read the Religion News Service story: “At this church, there’s always room at the inn”
Questions About Our Services
Straight answers for owners, investors, lenders and non-profit leaders.
What does a third-party hotel management company do?
A third-party hotel management company runs a hotel on the owner’s behalf: leading the team, caring for guests, sales and marketing, revenue management, purchasing and accounting, with regular reporting to ownership. MBE manages branded and independent hotels, resorts and campgrounds. We own hotels too, so we understand the decisions owners face.
What is hotel asset management?
Hotel asset management focuses on the value of the investment rather than daily operations: capital planning, renovations and PIPs, repositioning, financing and when to sell. MBE offers both. When we manage your hotel and handle its asset management, the operating plan and the investment plan work together, but that isn’t the same as independent third-party oversight. We’re glad to work with an independent asset manager when one is required.
What is the difference between rate management and revenue management?
Rate management is one part of revenue management. Rate strategy sets and adjusts room prices day by day. Revenue management also covers distribution channels, forecasting and how pricing decisions connect to the hotel’s budget and results.
How does hotel receivership work?
When a lender takes control of a hotel, a receiver is typically appointed and a third-party management company is hired to run the property and protect its value. MBE steps in, stabilizes operations, reports transparently to the receiver and lender, and prepares the hotel for a sale or new owner.
Can a church or non-profit own a hotel?
Yes. Our founder led a church in Portland, Oregon, that bought, renovated and operated a hotel to help fund its ministry. Every organization’s structure is different, so we work alongside your legal and tax advisors to find the right approach.
Do you manage independent hotels or only branded hotels?
Both. Our portfolio has included Best Western, Choice, Hilton, Marriott and Wyndham brands alongside independent hotels, boutique properties, resorts and RV campgrounds. We also help owners convert branded hotels to independents when that’s the better path.
Where does MBE Hospitality manage hotels?
We’re based in Kalispell, Montana, and have managed hotels, resorts and campgrounds in Montana, Idaho, Washington, Oregon, Utah, Texas, Wyoming and Illinois.