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1. Why does Queensgate Hotel and Leisure’s business model work? What makes the brand (and its hotels) stand out from the rest?
We have management expertise in all four of the disciplines that form part of a modern hotel or resort today. We specifically have the ability to offer an integrated operational solution to the hotel and leisure market, combining hotel management, wellness, food and beverage, and conferencing.
2. You say you are a ‘partner’ to landlords. Elaborate.
We see ourselves as long-term partners, preferably at a minimum of ten years and upwards. Queensgate Hotels and Leisure is the catalyst between the property developer and hotel management company, providing a bankable project from vision to reality. In addition, we customise individual business plans for every opportunity.
3. The name Queensgate is not specifically synonymous with hotels and leisure right now in SA. How do you propose to change this?
Firstly, our listing on AltX will raise our profile, as awareness of the Queensgate brand is generated. Within the next two to three years, based on the planned branding of our portfolio, we believe that the Queensgate name will be clearly positioned in the hotel and leisure industry.
4. Could you confidently say to overseas investors that SA is a safe investment? If so, what gives you that confidence?
What we can confidently say is that our investments are structured in such a way that we ensure the best possible return on investment for all of our business partners. Further, our industry presents a Rand hedge investment because many of its participants are international players.
5. What role does eco-tourism play in your future plans?
We are very aware of and sensitive to the environment, when proceeding with developments.
6. What role does technology play in the future of Queensgate?
Queensgate is on the cutting edge of the latest hotel and hospitality industry technology. In due course, we expect to announce an acquisition that will further enhance our position in this respect.
7. What projects do you have in the pipeline?
We are in the process of establishing a national footprint, prioritising projects that will enable us to achieve this important goal.
8. Again, to set your hotels apart from the rest, do you have a particular type of staff training in mind?
Our people are our biggest asset. We invest substantial resources in their development to ensure that we deliver world-class service. Staff requirements differ from one entity to the next, and we ensure that we provide customised training in line with these needs. In time, we would like to own our own training academy.
9. What do you see as the secret to your success in terms of profitability?
We have management expertise in all four of the disciplines that form part of a modern hotel or resort today. We specifically have the ability to offer an integrated operational solution to the hotel and leisure market, combining hotel management, wellness, food and beverage, and conferencing.
1. Why AltX and why now?
AltX is the fastest growing segment of the JSE, providing strong liquidity, and is well accepted by the investment community. AltX also fits our company profile.
2. What do you see as the strongest draw-card for an investor in your company?
Strong returns on investment and the long-term sustainability of the hospitality sector.
3. What do you mean when you describe the leisure industry as a hedge against the Rand?
Speaking on behalf of Queensgate, where we deal with foreign operators/tourists, depreciation of the Rand improves our yield because we quote them in foreign currencies.
4. You say you want to become the premier listed leisure company. How do you plan to achieve this?
By achieving superior returns through exceptional management of hotel and leisure assets; offering an integrated operational solution to the hotel and leisure market; combining hotel management, wellness, food and beverage, and conferencing; and providing a bankable project from vision to reality.
5. What gives Queensgate the great future growth prospects you talk about?
Queensgate Hotels and Leisure achieves superior returns through exceptional management of hotel and leisure assets. Importantly, we offer an integrated operational solution to the hotel and leisure market, combining hotel management, wellness, food and beverage and conferencing, and provide bankable projects from vision to reality.
6. You have successfully negotiated deals with numerous well-established brands. What is your main selling point?
Competence in matching concepts and brands with projects. When it comes to our partnerships we always ensure that we do what is best for the project.
7. AltX brings with it a number of requirements into corporate governance, accounting standards etc. Is Queensgate ready for all of these things?
Yes. We have always run our company as if it is a public company, with the highest levels of corporate governance. We have always been accountable to outside shareholders.
8. What do you believe Queensgate offers to potential investors?
Strong returns on investment and the long-term sustainability of the hospitality sector.
1. You seem very confident that ONEwellness will be successful financially, despite the fact that there are many examples of similar ventures that have failed. What makes you so confident?
We have a sound financial model for each of our different projects that ensure that we don’t over-capitalise and that we maximise yield. The integration of ONEwellness into our hotels guarantees a captive audience.
2. You described the ONEwellness centres in hotels as joined at the hip with the hotels. What does this mean? What is the secret?
We are not an outsourced wellness operator. From the minute that you book your hotel room, your wellness interests are taken into consideration. We treat the hotel guest as our primary customer.
3. What makes this brand stand apart?
ONEwellness is an infusion into the whole hospitality delivery. From concept, to design, to delivery, we have embraced the integration of beauty, spa and fitness. The ONEwellness team consists of hand picked experts, with a proven track record of delivery internationally. From an investment perspective, our financial model makes our brand stand apart.
4. If you are really serious about wellness, are you planning to offer corporates special packages? What about medical rehabilitation?
Yes, we are really serious about wellness. We won’t necessarily offer corporate deals, but will attract this market with highly niche wellness offerings.
1. With international hotel groups, such as the Hyatt Group, falling over themselves to get a piece of South African action, won’t this mean that the current 70% occupancy rate would be spread thinner in an already saturated market?
First of all, it would not be correct to say that the market is saturated. All available studies in the market show a gross under supply across all market segments and sectors.
Secondly, SA can only profit through the exposure to international brands such as the Hyatt. The more international groups interested in SA, the more people will visit the country in the long run.
2. What would make me want to stay at one of your hotels? What statement will the name Queensgate make on a hotel?
We classify ourselves as a boutique hotel operator and we will exceed your expectations.
3. Are you going specifically for the business or the leisure market?
It depends on the property, but we have a fantastic offering for both of these sectors.
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