CASE STUDIES · HOTEL MANAGEMENT IN PARIS
Three hotels, measured results.
Management takeover, renovation, branded operation: three Paris hotels in the Figestel portfolio, three different situations, one performance standard.
Confidentiality
Results are shown as changes only, to keep our owners’ accounts confidential.
CASE 1 · MANAGEMENT TAKEOVER
Hôtel Caron de Beaumarchais
Take over, keep the soul.
Paris 4th · 3 stars · independent hotel. Figestel has managed this museum-hotel in the Marais since 1 May 2025. Results of Figestel’s first year of management, compared with the year before the takeover.
THE CONTEXT
A strong identity, untapped potential.
— A well-known museum-hotel whose personality had to be preserved.
— Room to grow occupancy and revenue.
— A takeover to carry out with no visible break for guests.
THE LEVERS
Making more of what was there.
— Full takeover of the hotel’s operational management.
— Work on occupancy, pricing and sales.
— Preservation of the concept, décor and experience that define the Caron.
CASE 2 · RENOVATION & EXTENSION
Hôtel Arc Élysées
Renovate to grow value.
Paris 8th · 3 stars · independent hotel. Results of the first full year after the renovation and extension completed in 2024, compared with the last full year before the works.
THE CONTEXT
An already busy hotel, a product to upgrade.
— Little room to grow through volume alone.
— A product that needed renovating to raise its perceived value.
— Limited capacity before the new floor was added.
THE LEVERS
Turning works into performance.
— Full renovation of the hotel in 2024.
— A new sixth floor and additional rooms.
— Pricing repositioned to match the new product.
CASE 3 · BRANDED HOTEL OPERATION
Mercure Paris Pigalle Sacré-Cœur
Growing within the brand framework.
Paris 9th · 4 stars · Mercure brand. Figestel operates the hotel in line with the brand’s standards, with the general manager still in place. Results of the last full year, compared with the previous year.
THE CONTEXT
A branded hotel to move forward without disruption.
— An established hotel, with its management and teams in place.
— Public areas to bring up to the level of a 4-star positioning.
— Performance to be gained as much from the guest experience as from operations.
THE LEVERS
Evolving the product and operations together.
— Renovation of all public areas and smoother flows for guests and staff.
— New services and uses within the hotel.
— Targeted team reinforcement and stronger environmental commitments.
CONFIDENTIAL DISCUSSION
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