An independent and objective assessment of a property's operational and financial health. No bias, no preconceived ideas – just a reliable analysis of what works well, what needs adjusting and what is worth changing systemically. Clear conclusions. Concrete recommendations.
We look at the property without bias and with the distance that allows us to objectively pinpoint the areas needing optimisation – both the obvious ones and those that remain invisible in day-to-day management. An audit can cover a selected department or area of operation, as well as the entire hotel operation. Whatever the scope, the approach is the same: no assumptions, no optimistic adjustments.
An audit report is not a catalogue of problems – it is an organised action plan with priorities. We show what needs an immediate response, what can be improved in the short term, and what requires a longer transformation process. The investor and owner receive not only a diagnosis but also a realistic schedule and clear guidance on the benefits of implementing the recommendations.
Audits are commissioned from us both by owners and investors who want to verify the health of their property, and by potential buyers in due diligence processes.
Your hotel is operating, but the financial results or service quality do not meet expectations. A Studio Alpina audit is an independent view that will help determine where the property stands relative to the market.
You manage a portfolio of hotels and need recurring, external audits that show the real health of the properties – regardless of the local management's narrative.
You are considering buying a hotel property and want to carry out operational due diligence. A Studio Alpina audit provides a full assessment of the as-is state – without the seller's optimistic adjustments.
Your management team wants an independent review of selected areas – F&B, Housekeeping, Front Office, controlling. A targeted audit will help identify areas for optimisation.
We agree the scope of the audit individually with the client. We can audit the entire property or selected departments. Below are the most frequent areas of engagement in operational audits and financial analysis.
RevPAR, ADR, GOP, EBITDA, staff costs, F&B costs, maintenance costs – analysed in the USALI format, monthly and annually, in multi-year trends.
Segment mix, distribution channels, pricing policy, structure of fixed and variable costs. Identification of anomalies and areas for optimisation.
The property's indicators against benchmarks – STR, local competition, chain averages. An indication of where the property stands relative to the market.
Front Office, Housekeeping, F&B (kitchen, restaurant, lobby bar), Sales & Marketing, Engineering, Finance. Operational visits, interviews with staff, process observations.
A list of concrete areas where results can be improved – with an estimate of the potential value of each recommendation.
A full document with the diagnosis, a list of recommendations across three horizons (immediate / short-term / long-term) and an implementation schedule.
We conduct the audit in a way that minimally disrupts the property's daily operation while making maximum use of the auditor's short time on site.
Brief, defining the scope, gathering input data – financial statements, operational reports, procedure documentation.
Initial financial and operational analysis. Identification of areas requiring a deeper on-site audit.
Visits to the property, process observations, interviews with management and the line team. A mystery audit where needed.
Confronting the data with the observations, calibrating the conclusions, formulating recommendations across three time horizons.
The final report with the diagnosis and action plan. A consultation session with the property's management and owner.
The investor and owner receive not only a diagnosis but also an organised action plan with priorities and a realistic schedule. The audit becomes the starting point for an optimisation process, not another document for the binder.
A view from outside, without emotion, without preconceptions. The property's management is not an impartial party – the auditor is.
Implementing the audit's recommendations typically translates into a 3–8 percentage point improvement in GOP indicators over 12 months.
Not just a list of problems, but a concrete schedule – what now, what in three months, what within a year. With an estimate of the impact on results.
We relate Marriott, Starwood, Vienna House and IHG benchmarks to the realities of the Polish market – without corporate templates.
We have supported a dozen or so properties in Poland with strategy and concept – from boutique city hotels to large leisure resorts. Below are three examples in which the concept stage proved decisive.
Comprehensive operational audit of a mountain property – analysis of departmental efficiency, labour costs, revenue optimisation.
Financial and operational audit – profitability diagnosis, cost structure analysis, strategic recommendations for the owner.
Analysis of financial results and market benchmarking – identification of revenue gaps and areas for cost optimisation.
Have other questions? Write to us – we'll be glad to talk about your project.
Most often 4–10 weeks. A targeted audit (one department) – about 4 weeks. A full property audit – 6–10 weeks. The time depends on the scale of the property, data availability and the scope of operational visits.
As a rule – yes. We conduct the audit in dialogue with the management team, because it has the best knowledge of daily operations. In selected situations (a mystery audit) we also carry out “invisible” audits – but only at the owner's explicit request.
No. The audit is a diagnosis whose purpose is to show the whole picture – what works well, what needs adjusting and what is worth changing systemically. We work with the team, not against it.
Yes. After the audit we most often continue the collaboration in the form of implementation support – overseeing procedure changes, training the team, calibrating indicators. An audit without implementation is of little value.
A full audit report – a diagnosis of the current state, financial and operational indicators against benchmarks, a list of recommendations across three time horizons with an estimate of the impact on results. Plus a consultation session.
Yes. We handle most projects in Poland, but the Studio Alpina team has also audited properties across Europe. Working languages: Polish, English, German, Italian.
Every hotel project begins with a conversation. Tell us about your needs – we'll reply within 24 hours.
Every project begins with a conversation. Write to us or give us a call – we reply within 24 hours.