Here you will find a selection of articles written and co-written by Gert Noordzy.

Gert is constantly writing and producing research materials which will be made available for reading on this page. Gert's articles are also published in the global, leading Hotel & Travel News Portal,

All rights reserved. Redistribution without prior written permission is prohibited.


  • A Project Life Cycle for New Hotels

    May 2015 - By Gert Noordzy, MBA & Richard Whitfield, PhD

    Opening & Opening Processes This paper advocates that hotel owners adopt a complete and well-defined project life cycle when developing their new hotels. Moreover, it recommends that owners should appoint an experienced and well-rounded project manager to plan all phases within this project life cycle from day one of their projects.

    To provide a context, the paper summarizes current approaches to opening new hotels and identified their inherent problems. Then, the overall asset life cycle for a hotel is proposed and the authors recommend that owners adopt the extended project life cycle for their new hotel projects. The goals and deliverables for the key phases within this extended new hotel project life cycle are identified and the main benefits of following this new approach are explained.

    This new approach ensures that all interdependencies are identified and planned for, and reduces the risks of new hotel opening project failures (delays, cost overruns, etc.). It also helps optimize the return on investment for each new hotel, and maximizes positive cash flows from operations.

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  • Project Management of Hotel Opening Processes in Greater China

    May 2013 ~ By Gert Noordzy

    In view of the anticipated phenomenal growth in China, we asked the question: 'How can hotel operators open new properties on this scale effectively, efficiently, and in a consistent and predictable manner?'

    In our view, the traditional approach alone cannot meet the challenges and dynamics of new hotel development on a large scale and will contribute to causing delays in the technical, operational and commercial readiness of hotel projects.

    Traditionally, hotel opening efforts have been driven by corporate operations, invariably supported by task force teams drawn from existing hotels. This specific approach only works on a small scale and has several limitations. These and other problems have recently led to some hotel management companies establishing dedicated corporate hotel opening support functions to support hotel management teams.

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  • Hotel Opening Processes in Greater China, An Analysis of Problems and Issues

    December 2011 ~ By Gert Noordzy & Richard Whitfield Ph.D.

    Hotel Opening issues and causes for delays Recent months have seen increasing attention in the international press regarding the focus of major global hotel management companies on the importance of China as a growth market.

    The number of expected hotel openings is unlike anything the industry has experienced before. A key difference between the US and China is that the US growth was less steep and took place over a longer period of time.

    Moreover, several major hotel management companies achieved their current US size through acquisition, as well as from organic growth. While there will be growth through acquisition, the bulk of the openings in China will be achieved through new built projects.

    These differences require international hotel management companies to completely rethink the way that they open new properties in China. In this article we argue that well proven project management approaches that are widely used in engineering and construction are the best way forward to improve the efficiency and effectiveness of opening hotels in China. However, this requires significant organization cultural change.

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Hotel Opening Processes explores ways to better manage new hotel openings and improve the efficiency and effectiveness of the opening process.

The tour & travel industry is a very large industry internationally. According to the World Travel & Tourism Council, it directly contributed over USD2 trillion to the GDP (2.9% of total GDP) and 100 million jobs (3.4% of total employment) in 2012. The 2013 forecast predicts increases of 3.1% in GDP and 1.2% in jobs.

When the wider economic impacts of the industry are taken into account, travel & tourism contributed US$6.6 trillion (9.3% of total GDP) to the global economy and generated 261 million jobs (8.7% of total employment). The 2013 forecast estimates increases of 3.2% in GDP and 1.7% in jobs.

Investment in Travel & Tourism in 2012 was USD 764 billion or 4.7% of total investment. The forecast for 2013 is an increase of 4.2% and the expectation is that this figure will rise by 5.3% per annum over the next 10 years to reach USD 1.3 trillion by 2023 (4.9% of total).

Within this industry, STR Global estimates that there are 187,000 hotels, offering 17.5 million guest rooms globally. Leading providers of global hotel development pipeline data estimate that around 6?00 new hotel projects (containing over 1 million guest rooms) are currently being developed and built globally.

In Asia Pacific, the Chinese hotel industry has started the steepest new hotel development curve the world has ever experienced. By 2039 China is expected to reach 9.1 million hotel rooms, four times its current number.