We've Been Told We Have Attitude.

Seasoned hotel operators with an owner's attitude about your bottom line.
Here's the case stories to prove it.


HOTEL A    [ Sales , Revenue Management and Accounting ]

Opportunity: Twenty Four Seven Hotels was retained by this ownership group who acquired this extended-stay hotel out of a portfolio sale by the original developer/owner.

Challenge: The hotel was under-performing both in top line revenue and in cash flow, due to a lack of a sophisticated sales process and revenue management oversight, as well as limited accountability of expenses. In addition, the franchisor required a Property Improvement Plan ("PIP").

Results: Gross revenue at the hotel increased over $750,000 per year with a RevPAR increase of 23.1% and an increase in market share of 4.5% over direct competitors.

Contact us to get started on results for your hotel.

We've Been Told We Have Attitude.

Seasoned hotel operators with an owner's attitude about your bottom line.
Here's the case stories to prove it.


HOTEL B:   [ Operations, Revenue Management and Construction ]

Opportunity: Twenty Four Seven Hotels was retained by a hotel investment group who acquired the property from a lender who had foreclosed on the hotel.

Challenge: Although the seller had completed much of the brand-required PIP, many elements of the agreement required completion upon Twenty Four Seven Hotels' takeover. In addition to sub-par revenues, guest satisfaction scores were below brand standards, which had resulted in default notification from the brand.

Results: Twenty Four Seven Hotels' efforts have resulted in a RevPAR increase of 21.5%, and the hotel has increased its market share 5.0% versus its direct competitors.

Contact us to get started on results for your hotel.

We've Been Told We Have Attitude.

Seasoned hotel operators with an owner's attitude about your bottom line.
Here's the case stories to prove it.


HOTEL C:    [Asset Management, Sales, Revenue Management ]

Opportunity: Twenty Four Seven Hotels was retained by a partnership involved in litigation over fraud and mismanagement of the hotel. Furthermore, the hotel was in default of loan covenants and lender was in process of foreclosing.

Challenge: Twenty Four Seven Hotels began management under extreme duress due to the ongoing litigation and infighting among partners. Further, the lender limited operating funds through a lock box arrangement, which remained effective until the owner could both pay down loan principal and fund operating expenses.

Results: Gross revenue at the hotel increased from $2,700,000 to $3,800,000 and a RevPAR increase of 21.9%, enabling the hotel to increase its market share 15.0% versus its direct competitors.

Contact us to get started on results for your hotel.

We've Been Told We Have Attitude.

Seasoned hotel operators with an owner's attitude about your bottom line.
Here's the case stories to prove it.


HOTEL D:    [ Investment, Construction, Operations, Sales ]

Opportunity: Twenty Four Seven Hotels was retained by a local investment group who purchased property from the servicer of the loan on the property, upon foreclosure.

Challenge: Twenty Four Seven Hotels introduced the deal to ownership, and assisted them in all phases of underwriting and purchasing the property.

Results: Gross revenue at the hotel increased from $1,620,000 to $2,675,000 and RevPAR increased 52.4%, increasing market share 20.0% versus its direct competitors.

Contact us to get started on results for your hotel.

We've Been Told We Have Attitude.

Seasoned hotel operators with an owner's attitude about your bottom line.
Here's the case stories to prove it.


HOTEL E:   [ Operations, Sales, Revenue Management ]

Opportunity: 24-7 was retained by an ownership group as a result of a management change.

Challenge: The property was underperforming in both top revenue performance and in cash flow as a direct result of revenue management systems underutilization and sales turnover. Due to lack of system oversight and controls the property was behind market performance trends in RevPAR.

Results: By utilizing enhanced tactics in daily price optimization and conducting audits in both corporate and transient active rate offers, the property was able to begin making a positive impact on the sell strategy and dramatically improve RevPAR over 25% the previous year and increase RevPAR Index against the competitive set by 15%.

Contact us to get started on results for your hotel.

We've Been Told We Have Attitude.

Seasoned hotel operators with an owner's attitude about your bottom line.
Here's the case stories to prove it.


HOTEL F:   [ Operations, Revenue Management ]

Opportunity: 24-7 was retained by an ownership group as a result of a management change.

Challenge: The property was underperforming in revenue performance due to lack of market analysis and improper price positioning. Guest satisfaction scores were below brand standard resulting in a default notification from the brand.

Results: By focusing on these areas of opportunity in price optimization, the property was able to provide substantial growth in RevPAR growth and index penetration (25%) in the first 12 months. As a result of these initiatives, the property was able to improve and increase total room revenue by understanding current market indicators and proactively setting a sustainable sell strategy that seized the opportunity of predicted unconstrained demand for the property. The property’s new leadership implemented operational initiatives that reduced employee turnover and resulted in increases in guest service scores which currently are above brand standard.

Contact us to get started on results for your hotel.