1. INVITATION TO A LAND SURVEY

HAAS Hotels & Resorts does not scout for property but is invited to a land survey. Precursory to the inspection of the property stands a thorough research on land, region, tourism potential, the general opinion of the community and the authorities.

2. FIRST VISIT

For Charles Fessel and Helmut Stranzinger it is important to get a feeling fort the land, the people and the environment. Emotions are also very important at this stage. The personality of the land owner is a very important factor. To achieve the best results, people have to understand each other and „speak the same language“. If this is not the case, all further discussions are useless.

3. AUTHORITIES

It is assumed, that the authorities will be fair partners in discussion and that the hurdles for the approvals will not be set to high.

4. YES - WE WILL CONTINUE

A common language is found. The feeling is good. The authorities show a positive attitude towards the economy: Now the decision is made to develop the concept and make the first investments. With the land owner, a time limited option is stipulated.

5. FIELD STUDY

All data relevant for the development of the concept are collected. Meetings
are called to talk things over with decision makers from economy, culture,
politics, sports and tourism. The data analysis, summarized in a report, serves
as a base for the situation analysis of the concept.

6. CONCEPT FINDING SESSION

In a two-days brainstorming session 8 – 10 persons representing economy,
politics, architecture and interior design, building and marketing develop
the fundamentals of the concept. This meeting always takes place at the location
of the property.

7. EVALUATION OF THE RESULTS AND VERBALIZATION OF THE CONCEPT SPECIFICS

The exact detailing and verbalization of the project specifics serve as briefing to the planners. Thus, every planner involved in the project, is well aware of the elbow-room available. There is a close contact between the planners and HAAS Hotels & Resorts during the whole conception stage. Together they discuss the problems and find the best solution. Therefore there is no need to draw-up alternative plans.

8. FINDING AN OPERATOR

Parallel to planning, a search for a suitable hotel operator, capable of transferring the set targets into reality, is initiated.

9. BUSINESS ADMINISTRATION

First estimates of investment costs and business administration accounts are
set up. The best method to finance the project must be found. There are various
possibilities: funds, banks, private and institutional investors, new financing methods, sales of apartments, villas, etc.

10. FEASABILITY STUDY

A prominent hotel consulting company reviews the calculated numbers.

11. ELABORATING THE CONCEPT

The concept contains the following components:
- Summary of the market analysis
- Description of the projects
- Planning data of the architect
- Planning data of the landscape architect
- Estimate of investment costs
- Business administration
- Time planning
- Financing

12. PRESENTATION OF THE PROJECT ON THE INTERNATIONAL MARKET

- Financial institutes
- Private investors
- Funds companies
- Institutional investors

13. THE DECISION MAKING

After these preliminary activities the time has come to make a decision:
Chances, that the huge work done by so may people involved was for nothing and the money invested for the concept lost, are roughly 1:6. Pretending that matters are better than they are serves for nothing. An honest decision, made at the beginning, could hurt. The same honesty is asked for, right now. The possibilities to meet the option with the land owner, to continue with the approvals, to put together a planning team, to contract a construction enterprise (HAAS or others) and finally realize the project, are in favour of 6:1.