The Fess Parker: A DoubleTree by Hilton Resort
Santa Barbara, California

THE ISSUE

In 2008, members of Corinthian’s current executive team, along with the owner identified the need to renovate the Fess Parker Doubletree Hotel, a Hilton Resort, due to deterioration, new competition, suppressed RevPAR, declining market share and lack of group and local business.

THE PROCESS

  • Collaborate with the owner in developing a strategic initiative for revenue growth and increase market share
  • Prepare a development strategy, from initial phases and procurement plans to project completion
  • Develop and implement an integrated logistical process for the scope of work to allow the hotel uninterrupted operation through renovation
  • Prepare detailed cost plans, including but not limited to value engineering focused on meeting budget targets and expectations
  • Implement the actual development schedule and cost controls procedures
  • Bring the owner and operator together to plan for prevention of lost revenue through the development process

THE PROGRAM

  • Implement the development of a $16 Million budget to renovate the 360 room resort
  • Improve spa amenities and increase their functionality
  • Refresh guest rooms and bathrooms and enhance rooms with new FF&E and OS&E
  • Upgrade and add restaurant opportunities through the addition of Rodney’s Grill and renovation of newly branded Java del Mar, Terraza del Mar Pool BBQ, The Roundhouse, and The Set
  • Stabilize Resort’s Revenue in the midst of a crashing economy
  • Increase group business to Facility
  • Increase the value of the property.

THE RESULTS

  • Completed the renovation two months ahead of schedule and 7.5% under budget
  • Stabilized RevPAR while competitor RevPAR decreased by 12-14% in the same period
  • Increased the resorts ADR by 8.5%
  • Generated an estimated 5% growth in Net Operating Income
  • Increased the value of the hotel by an estimated $25 Million
  • Stabilized occupancy at 76.6% while competitors struggled to achieve occupancies above 60%
  • Increased group business mix from 35% to over 50%

Projects are representative of work performed by Corinthian and ADMI employees under Corinthian Development Company or ADMI as well as with prior employers.