Hotel Asset Management Services

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• Hotel Asset Management Services
• Rapid Response
• Hotel Management Unit

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The true value of an hotel is GENERALLY
established on its third liquidation...!
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What is H.A.M.S?

• A merger of professional consulting (Amethyst)
  and operational (PREM) expertise to address
  critical issues for hotel owners and lenders

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Who are we?

• Ronan King
• Chairman Amethyst Group
• Partner BDO Simpson Xavier 1987-2005
• Trained Insolvency Specialist
• Jim Murphy
• Hotel Management Professional
• CEO PREM Group

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Who are we?

• Stephen Loftus
• Chartered Accountant
• Commercial Director PREM Group
• Trained Insolvency Specialist
• Cormac Megannety
• Chartered Surveyor
• Director Amethyst Group
• Ex-HOK Savills and ex-CEO Eurocape

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Organisation Chart
Board of Directors
Managing Director Jim Murphy
Commercial Director Stephen Loftus
Sales Marketing Director Phil Sweeney
Human Resources Manager Sarah Marr
Group Financial Controller Martin Purtill
I.T.
Tax
Group Finance / Treasury
Mergers Acquisitions
Groups Tours
Franchising
Revenue Management
Group Operations Ireland
Group Operations UK
Group Operations Benelux/France
Group Operations (Future Acquisitions)
Rapid Response Hotel Unit
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• Hotel Asset Management Services can help owners
  or banks identify and implement the steps
  required to ensure the survival of the business.
  We are a dedicated team of Hospitality
  Professionals with a no nonsense approach to
  hotels. We have experience operating hotels
  across Ireland, England, Belgium and France and
  we work with some of the biggest brand names in
  the world. Contracts can be designed around the
  needs of each business and the term can be as
  short as one year. We will implement the
  following 8 steps to help ensure the viability of
  your Hotels.

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Rapid ResponseHotel Management Unit
1.Review the Business   Business trends are
changing on a daily basis. We will conduct a
strategic review of the business to give a true
snapshot of where it stands today. We will
identify very quickly how the business is being
impacted by the downturn in the economy and its
potential viability going forward.
2. Decisive Action In a period of increased
uncertainty it is essential to act decisively and
take tough decisions if necessary. Following on
from the initial review of the business we can
move swiftly to take day to day control of a
Hotel and introduce structures that will help
focus on the key risks across the business.
3. Cash Flow Immediate measures will be put in
place to protect cash flows and working capital.
This will require a fundamental review of
financing and funding . A hands on approach to
cash management will be adopted.
4. Provide reliable and timely management
information Once we are confident of the
viability of the business and the steps have been
taken to protect liquidity we will set about
implementing management information structures.
Decisions can only be taken based on timely
management information. All stakeholders will
receive frequent factual management information.
8 FUNDAMENTAL PRIORITIES WE WILL APPLY TO YOUR
BUSINESS
 7. Develop the team While we can develop the
programme for survival, we rely on the Management
and staff to implement the strategy. In most
cases the team is in place but often support and
clear direction is lacking. We believe in regular
and clear communication with the team, yet at
times this is not enough and fresh blood is often
required.
8. Engaging with all the Stakeholders   Regular
communication and open dialogue with all
stakeholders in the business is essential. Yet we
insist on the autonomy to run the day to day
business without interference. The lines of
communication need to be clearly defined from the
outset. All stakeholders need to be working to a
common goal.  
5. Prudent Cost Management   Our Group
Purchasing model will be applied to the business
resulting in significant cost saving benefits
from the start. Operations will be reviewed to
assess efficiencies and swift decisions will be
made to improve the effectiveness of the
operation. Unnecessary operations will be stamped
out.
6. Effective and focused Sales and Marketing
  Following on from the review of all Sales and
Marketing activities, strategies will be
introduced that will focus on proven business
delivery channels. Particular attention will be
given to the marketing of the property on all
World Wide Web channels.
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Rapid Response Hotel Management Unit

• Hotels globally are suffering through widespread
  economic recession., resulting in reduced
  corporate travel, and leisure spend,
  down-grading, changing patterns in FB, reduced
  tourism and increased use of independent
  web-based booking channels
• In Ireland, situation greatly exacerbated by
  rapid growth in room-supply through tax-based
  hotel schemes, many of which will struggle to
  survive.
• Revenues are likely to drop by a minimum 20 per
  cent year on year in 2009 and beyond.
• Traditional hotel companies have often been
  replaced by untrained and inexperienced asset
  managers who have never faced such crisis
  conditions.
• There will inevitably be casualties. Only the
  strong may survive!
• Hotels need to address the key fundamentals of
  running the business, such as a hands on approach
  to cash management, reviewing the cost base,
  maximising sales and engaging with all
  stakeholders of the business.

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LSE 7.02.09 InterContinental Hotels among top
performers ... Credit Suisse attractive entry
into the potential hotel recovery story
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For more information visit www.hotelassetmanagemen
tservices.com Or contact Ronan King, Chairman,
at 353 87 2570143 Jim Murphy, M.D. at 353 86
2429254  Email jmurphy_at_hams.com