• Imolott Hotels

  • Kenhill Road, Shenington, Banbury OX15 6NQ, UK
  • Overview
  • Investment
  • Company
  • Team
  • Case Studies
  • Track Record
  • Pitch Deck
  • Risk Factors
  • FAQ

General Information

Statutory Information

The Company was incorporated on 6th February 2014 with registered number 08880547. The principal legislation under which the Company operates is the Companies Act 2006. The liability of members of the Company is limited.

  • Company Name: Imolott Limited
  • Company Number: 08880547
  • Incorporation Date: 6th February 2014
  • Registered address: The Dairywell, Shenington, Banbury, England OX15 6NQ
  • Nature of business: Hotel property company and operator
  • SIC Codes: 55100 – Hotels and similar accommodation,68100 – Buying and selling of own real estate

Articles of Association

The current Articles are the standard articles adopted on incorporation, a copy of which can be viewed online at the Companies House website or will be provided on request by the Company.

Directors and Shareholders

  • Directors: Nicholas Crawley, Frank Lovell
  • Shares in Issue: 1,000 Ordinary Shares
  • Par Value: £1
  • Minimum denomination: 1 share
  • Shareholders: Nicholas Crawley (100%)

Company Advisers

  • Company Secretary: Simon Porter
  • Solicitors: Maddox Legal
  • Accountants: Accumulus Accounting
  • Security Trustee: Cotswolds Capital Limited
  • Registrar: Accumulus Accounting

The Senior Team

The Senior Team

Nicholas Crawley

Managing Director
  • Nicholas has over 40 years of experience of owning and operating hotels throughout the UK and Europe. Until 2019 he had a day to day a role as Managing Director of St James’s Hotel Group and was overseeing the profitable operation of the fourteen hotels in the Group.
  • Throughout his career he has focused on hotel acquisition, selection, operations, sales and marketing, human resources, property management, brand development and refurbishment.
  • Previous roles have included being a Chairman of the Isle de France Hotel St Barths, Director of Akkeron Hotels, Director of The Scotsman Hotel Group Ltd, Managing Director of Regal Hotel Group PLC (a group of 130 hotels), Chairman of Hotel Apartment PLC, Director of Hotels Division of Parkdale Holdings PLC. He co-founded and was Director of Historic House Hotels and started his career in the management of hotels training at The Savoy Hotel Group.

Simon Porter

Property Director
  • A senior executive with 30 years of extensive experience in the Hotel, Restaurant, Casino and Leisure Industries in a number of operational and corporate roles both in the UK and overseas.
  • Simon has had a successful hotel asset and property management consultancy business DestINNation Ltd.
  • A senior consultant for St James’s Hotel Group, overseeing the estate, corporate affairs IT, and procurement.
  • Project team member for the +£50m developments of Hotel Indigos in Bath and Stratford-Upon-Avon completing in 2019.
  • Previous roles have included Director of Estates and Corporate Affairs for Akkeron Hotels.
  • Corus Hotels in various roles – including corporate affairs and Group Property Asset Manager with responsibility for the £360 million disposal of over 100 hotels over a 4-year period.
  • Simon has as well as property a very strong food and beverage background having owned his own restaurant and bar, in addition to senior roles at Sodexho Loisirs, The Restaurant Partnership (including Food & Beverage hotel outsourcing), London Clubs Casino Group. He began his career at Hilton Vista Hotels.

Sam Hurst

Accumulus Accounting
  • Sam through his company Accumulus Accounting provides specialised hospitality outsourced account and hotel management finance solutions.
  • Payroll and invoice processing
  • Preparation and presentation of the budget, monthly management accounts, profit & loss and key performance indicator metrics, as well as producing the Company balance sheet and year end accounts.

Investment Strategy

Investment Strategy

 

Having a well-defined investment strategy is indispensable for hotel investors due to several key factors within the hotel investment landscape.

Firstly, the intricacies of hotel investment, being a subset of real estate, demand a strategic approach to navigate through dynamic market conditions. Effective pricing strategies, considering metrics like Average Daily Rate (ADR), Revenue Per Available Room (RevPAR), and occupancy rates, are integral components of a successful investment strategy in the hotel industry.

Furthermore, a comprehensive investment strategy considers various aspects of hotel operations, such as revenue management and asset management. This approach ensures that the cash flow from the hotel business is optimised, contributing positively to the bottom line. Secondly the type of hotel and its market positioning are crucial considerations. Whether it is a boutique hotel, a full-service establishment, or one associated with a well-known hotel brand, aligning the investment strategy with the specific characteristics of the property enhances the likelihood of success.

We understand the hospitality industry’s trends and guest preferences that are vital for creating a guest experience that attracts bookings and, consequently, maximizes returns on investment. Additionally, keeping an eye on market conditions helps identify investment opportunities, whether it involves developing a new hotel or adding value to an existing one.

For hotel investors, collaborating with a reputable and experienced hotel management team is part of a sound investment strategy. This partnership ensures effective day-to-day hotel operations, contributing to sustained profitability.

In the broader context of real estate investment, hotels represent a unique asset class. Therefore, tailoring the investment strategy to the distinctive features of hotel real estate assets, including considerations for business or leisure travellers, types of hotels, and market demand, is crucial for long-term success.

Our investment strategy in the hotel industry considers a spectrum of factors ranging from market conditions and real estate assets to guest experience and revenue management. By addressing these elements, we can position ourselves to make informed decisions and we can capitalise on the diverse opportunities within the dynamic hotel investment landscape.


Asset Acquisitions Focusing on the South and Southwest

We seek acquisitions that generally take the form of whole ownership of primarily freehold assets, but we will consider exceptional hotel properties with leaseholds on favourable terms. Our targeted businesses are typically between £2million - £3million, but we will selectively purchase assets requiring both smaller and larger commitments primarily in the South and Southwest of England.

Our own analysis supported by Savills and Knight Franks advise that the South and Southwest regional hotel markets are performing exceptionally well, driven by consumer demand for staycations. The Agents believe that after an acceleration in demand post the pandemic, that this will continue as holidaymakers seek out more environmentally friendly and sustainable holidaying, a trend that was emerging pre-Covid. James Greenslade, Director in the Hotel Capital Markets team at Savills comments: “The Southwest has some of the best holiday locations in the UK and investors are drawn to locations such as Cornwall and Devon where long-term demand for leisure-led hotels is expected to be high.”

A standardised big-box branded hotel might be a compelling investment, but guests can be quick to switch to the hot new property that opens down the street. We avoid being in this position by future proofing our hotel investments by carefully selecting locations and assets that have a competitive advantage such as historical associations, a memorable location or architectural features, as well as a strong built in micro location demand near to the hotel.


Renovation / Repositioning

Existing hotels in desirable locations that are in need of renovation and/or market repositioning. These hotel properties are well located but are failing to perform to their full potential due to a combination of their physical state and management and/or brand affiliation.


Asset Consolidation & Adaptation

Identify assets and/or subdivision in whole or in part of acquired hotel properties that can be disposed of at a premium to offset refurbishment/redevelopment costs. Hotel buildings that have underutilised areas that are suitable for conversion or can be repurposed into additional bedrooms and or other profitable income generating spaces, ie conference space.


Operational Enhancement

Imolott Limited will seek existing hotels in generally good physical condition that will benefit from our rigorous approach to asset management and a change in management.

We seek those potential assets that are poorly run hotels that have plenty of opportunity for improvement. Hotels that may have outdated technology, tired rooms or management that has become stale for instance, with underutilised real estate spaces that offer new opportunities to boost revenue and profits.


Authentic experiences

The rise of Airbnb has tapped into a growing aspiration to live like a local and experience the best that any given destination has to offer. Hotel guests are placing increasing value on experiences over the amenities of their accommodation, and boutique hotels deliver perfectly against this. With their smaller size and passionate owners – boutique hotels offer that personal and authentic experience for guests but with the safety and flexibility of a hotel. This authenticity is a key part of Imolott Limited strategy with a product offering of budget boutique hotels that differentiates us from the hoard of bland mid-market hotel properties that are increasingly being squeezed by the budget and luxury hotel offerings, yet still have an ever-increasing high operating cost base.

Despite being priced more competitively, our budget boutique hotels will share most of the features of their pricier counterparts yet maintain a personal, professional, friendly, and authentic offering yet with a reduced and more efficient cost base and improved profitability.


Culture

PERSONALITY: We own and embrace our personality and culture, and we are not being shy to let it shine in all that we do even if it does not appeal to everyone.

PERSONALISATION: We are creative in all that we do. We focus on innovating with low cost, high emotional impact, and an element of surprise.

POSITIONING: Taking a clear position within a market is key to success. A younger generation of guests do not trust large brands – they find them too greedy, selfish, or detached from reality. Imolott Limited is making sure we are clear on what we are (and what we are not) and embracing it in all we do. Targeting guests who are keen to experience something authentic and special at a price they can afford.

MESSAGING: We focus on our guests seeking out hidden gems, A broad market including young professionals, baby boomer retirees, empty nesters looking to spend their newfound free time traveling, or young families seeking great child-friendly rather than child-focused hotels – our hotels will focus essentially on anyone who wants a boutique hotel at a price they can afford, even from corporate customers, many of whom have grown tired of staying in soulless brand/chain hotels when travelling regularly for business.

Track Record

Track Record

Historic House Hotels

At the age of 24, Nicholas Crawley became a Director of Historic House Hotels Ltd. This Company, which was privately funded, opened three hotels in the UK:

  • Bodysgallen Hall, North Wales
  • Middlethorpe Hall, York
  • Hartwell House, near Aylesbury

All three hotels are members of Relais Chateaux and won many plaudits in the guidebooks over the years. The Company obtained the Queen's Award for Export and a Prince of Wales Award for the restoration of Bodysgallen. Nicholas had responsibility for aspects of operating the hotels and a particular responsibility for converting the listed buildings (two of them Grade I) into hotels.

Regal Hotel Group PLC

Nicholas Crawley was Managing Director of this group of hotels, which at its peak operated 130 hotels and over 20