OPINION: Why Third-Party Management Might Be the Silver Bullet in the Race to Diversify Dubai

Saturday, 01 April 2017 By   Aleph Hospitality

First published in the March 2017 edition of Gulf Business magazine, Bani Haddad, Aleph Hospitality’s founder and managing director, shares his views:


It was with great interest that I read the recent PwC report, ‘The Great Mid-market Hotel Debate – Are we ready for the future?’.  True to the adage of saving the best until last, the pièce de résistance in this report came on the final page – a striking comparison of the potential cash flow achievable from a five-star hotel versus a midmarket hotel on the same plot of land.

Demonstrated in plain and simple terms and accompanied by some fairly unequivocal commentary (below), the widely held belief that the eye-watering price of land should inhibit the growth of Dubai’s still relatively barren midscale sector was well and truly debunked in one fell swoop.


“Owing to the lower rooms size requirements, coupled with lesser landscaping areas, recreational activities, lax requirements for a pool, spa and other ancillary facilities, a typical plot of land that can accommodate 250 five star rooms may be able to accommodate 500+ mid-market hotel rooms on the same plot of land with the same allowable GFA.  With the increasing demand for mid-market hotel rooms, properties in prime locations should be able to achieve superior occupancies relative to five star properties.  Coupled with the lower operating costs of a mid-market hotel, this will result in the same cash flows to the bottom line for the Owner.”

– PwC


Yet according to Emirates NBD, upscale, upper upscale and luxury hotel rooms accounted for more than 50% of Dubai’s total existing supply in 2015 as well as 61% of projected additional supply.

So, with one central theory brushed aside, why is it that the emirate’s hotel market is still dominated by high-end development?  And more importantly, what options exist to assist in broadening supply in order to facilitate the transition towards a more diversified tourism destination, aligned to DTCM’s Tourism Vision 2020?

Looking more closely at the PwC statement, it seems the key might lie in prudent hotel management.  The assertion that a midmarket hotel should be able to achieve superior occupancies and lower operating costs is certainly true on paper, but would undoubtedly require careful and continuous oversight.  However, as the large multinational hotel companies continue to rapidly expand their portfolios, resources dedicated to hotel operations are stretched in equal measure.  The considerable overheads of such organisations also tend to mean they are firmly focused on managing the upscale segment of the market, usually large-scale hotels with upwards of several hundred rooms.

In contrast, smaller regional and local hotel companies and individual hotel owners who manage their own asset may be willing to invest the time and resource required to truly maximise the success of a smaller or midscale hotel.  However, achieving the kind of returns mooted by PwC may also require the security of an international brand, which, according to Knight Frank, can command a 21 per cent premium in Revenue Per Available Room versus an unbranded hotel in the same market segment.

This is where a third-party management company may provide the silver bullet.  Appointed by a hotel owner for the sole purpose of managing their asset, the expertise offered by a third-party management company provides the major hotel conglomerates with the reassurance that their brand equity will be protected, paving the way for the hotel companies to franchise their brands to the owner.

Furthermore, with lower overheads and better cost management, dedicated third-party operators are able to provide their services for hotels of all shapes and sizes.  And with performance-related remuneration structures, the objectives of owners and third-party management companies are 100 per cent aligned.

CEO of IFA Hotels Investments, Joe Sita, first advocated the use of third-party operators in the Middle East as far back as the 2014 Arabian Hotel Investment Conference.  As reported by respected industry news outlet Hotelier Middle East, Sita explained at the time, “I think the US model actually works best where brands focus on the brand and the delivery of the business and … then you use third party operators who are more specialised and focused on the bottom line to actually manage the business.”

Given the ongoing focus and looming urgency of diversifying the market, perhaps it’s finally time to bite the bullet?


Bani Haddad is the founder and managing director of Aleph Hospitality, a pioneering third-party hotel management company for the Middle East and Africa.  Haddad is one of several prominent industry leaders who will be debating the topic of third-party management at the upcoming 2017 Arabian Hotel Investment Conference (AHIC).  Taking place between 25 – 27 April at the Madinat Jumeirah, Dubai, AHIC brings together more than 600 thought leaders from across the sector to network, share best practice and future proof the interests of the industry.  More information can be found at www.arabianconference.com.