inn, currently under construction. The inn’s low-scale massing echoes the one- and two-story buildings that comprise the existing village, and it is broken into three components, connected by a cov- ered bridge crossing the resort’s signa- ture creek, that maximize views. While this unconventional design is more cost- ly than a simple, stacked box, the bet is that it will pay off in the long run by reinforcing Sundance’s commitment to living lightly on the land and supporting top-dollar room rates. A higher-end design is expected to see a return with top-dollar room rates at Sundance’s new 56-room inn (above center). Revenue is the peak of the financial pyramid (below). INCREASING REVENUE CAN MAKE THE DIFFERENCE We began this series on construction costs by illustrating what we call the “Financial Pyramid” ( at right ). You must build a solid foundation that allows you to at least break even. Benchmarking, due diligence, best practices, and smart design are all part of a strong base. Reve- nue growth and associated profits, on the other hand, are a function of what makes you and your resort unique. They are the cherry on top. Some of the elements that make a place magic are obvious. These can be interpreted cleverly at individual resorts
for a somewhat different effect. Other ele- ments are unique, proprietary in nature, and often bolster the bottom line beyond what is normally considered possible. With high construction costs likely here to stay, it’s crucial that you make the most from your secret sauce—and bake that something extra into all aspects of the guest experience. That’s the hard part, of course. So get creative and work on invent- ing what’s next. To work around the construction cost crunch, avoid com- modification and the trap of trying to
be all things to all people. Focus instead on revenue growth that will outpace the costs of your operation. It’s worth the climb. Plus, it’s the only way out given today’s high cost of doing business. John Ashworth, AIA, is an architect and principal at Bull Stockwell Allen, specializing in concepting, feasibility, and the realization of four-season destina- tions including lodges, hotels and resort res- idential projects. Bull Stockwell Allen has been involved in resort, recreation, and hospitality design and planning since the 1960s.
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