CASE STUDIES
CASE STUDY 01
F&B REPOSITIONING CASE STUDY
This study highlights the revamp of an All-Day Dining space in a hotel in Jumeirah Lake Towers. The study compares two full year periods: One in which the space was an All-Day Dining serving breakfast, lunch and dinner. Post this, the space was split into 2; a breakfast outlet and a specialty Indian Restaurant serving lunch and dinner.
AED 3.7M→AED 5.9M
AED 2.1M→AED 2.7M
57%→45%
REVENUE GROWTH DRIVERS
+2%
72,382→73,718
nominal volume increase
+58%
AED 51→AED 80
significant increase
STRATEGIC INSIGHTS
- The concept repositioning resulted in the covers registering a nominal growth(+2%), while the Average Check registered a healthy increase (+58%), as a result of the repositioning of venue, menu revisions and new pricing strategy
- The profit margin shift was caused by Payroll and Other Expenses, both of which grew since the original venue now runs as 2 distinct concepts instead of one outlet
- Profit grew in absolute terms (+27%) as a result of the much higher Average Check despite the cost base increase
KEY STRATEGIES
- Concept segmentation by meal period ( Breakfast Outlet / Indian Restaurant: Lunch & Dinner)
- Repositioned pricing architecture & menu design
- Guest experience & concept redesign for premium positioning
- Dual-concept payroll & overhead allocation, tracked separately
- Post-repositioning ramp-up monitoring
COST OF RUNNING TWO CONCEPTS
−2.4pp
29.3%→26.8%
+30.6pp
12.7%→43.3%
+2.1pp
6.1%→8.2%
CASE STUDY 02
BRAND TAKE OVER CASE STUDY
The below case study showcases UHM strength in optimizing hotel performance not just in the long run but through immediate enhancements. This compares the asset’s actual performance over a 12-month period under direct Brand management and 12 months post takeover of the asset’s management by UHM.
AED 35.5M→AED 41.4M
AED 8.3M→AED 15.9M
AED 8.1M→AED 10.5M
FINANCIAL SUMMARY
Revenue
AED 35.5M→AED 41.4M
+17%GOI (Dept. Profit)
AED 22.8M→AED 29.2M
+28%GOP
AED 8.3M→AED 15.9M
+92%NOP
AED 8.1M→AED 10.5M
+30%
COST DISCIPLINE
-2%
AED 11.9M→AED 11.7M
-8%
AED 14.5M→AED 13.3M
-4%
AED 12.7M→AED 12.2M
Every major cost line held flat or declined even as revenue and profit scaled under UHM management.
CASE STUDY 03
ADDITIONAL F&B OUTLET CASE STUDY
This case study demonstrates how UHM maximized the commercial potential of an existing space at Pine Cliffs Resort. Lemon Square was previously used primarily for the MIMO Cooking School during the day. By introducing a wood-fired oven and adapting the concept for evening operations, the same space is now transformed into Portofino, an Italian trattoria, at night. This dual-use model extends the revenue-generating potential of the venue without requiring additional physical space, creating incremental F&B revenue while maximizing the utilization of an existing asset.
€153K→€899K
€38K→€382K
25%→42%
REVENUE GROWTH DRIVERS*
+300%
5,562→22,250
massive volume increase
+46%
€27.64→€40.44
significant increase
STRATEGIC INSIGHTS
- Adding an evening concept turned a single-use daytime venue into a dual-daypart operation. Portofino has added €2.56M revenue and €991K profit over three years
- Average check grew 15.9% between 2024 and 2026. As a result, 2026 revenue is 8% above 2024, opening year for Portofino.
- Asset optimization can create meaningful incremental revenue without expanding the physical footprint, demonstrating the value of reassessing underutilized spaces before considering additional CAPEX.
- Daypart optimization increases the productivity of existing assets, allowing the same venue to serve different customer needs and revenue streams throughout the day.
- The concept demonstrates scalability across the portfolio: underutilized or single-purpose spaces at other UHM properties can be assessed for alternative concepts and additional revenue-generating dayparts.
- Revenue growth is not dependent solely on additional volume. The increase in average check demonstrates the importance of improving spend per guest alongside increasing utilization.
- Existing infrastructure can support new commercial concepts with comparatively limited intervention, reducing the need for major structural investment when testing new revenue opportunities.
- Concept flexibility reduces dependence on a single use case, allowing spaces to evolve according to demand patterns, guest profiles and different times of day.
- The model creates an additional monetization opportunity from the existing guest base, while also giving the resort another F&B proposition capable of attracting external visitors.
KEY STRATEGIES
- Daypart segmentation: MIMO Cooking School by day, Portofino trattoria by night
- A distinct evening concept: authentic Italian trattoria with wood-fired pizza
- Family-friendly positioning within the Lemon Square
- Shared space and infrastructure across both concepts
*2023 (MIMO Cooking School) vs 2026 (Portofino by MIMO)