• Øivind Breen

Conceptual feasibility studies for hotels, resorts and destinations.

Updated: Jan 13



For the different phases of a feasibility study, BBH can take different roles, but also an overall project management responsibility. We are especially concerned about the meeting points of conceptual ideas from a commercial perspective and the different competences in arts, design and crafts from architects, engineers, designers...


A lot of "investments" in the travel industry can follow a try and fail approach

When I worked at Ving in Norway we tested, opened and closed destinations like Fuerteventura, Menorca, Ibiza, Isle of Jersey, Korfu, Sunwing Arguineguin, Puerto Mogan, Åre.... In my engagement with Widerøe Airlines we markedet season-destinations like Gotland, the Orkney Islands and Aberdeen. I my time with swedish Reso Hotels we launched concepts like Female Rooms, Conference Auctions and a summer-promotion with attention from all over Europe; "make kids at Reso this summer and you stay for free (60% off for anyone who give it a try..." None of these ideas and projects demanded major investments - and equally important; they might be stopped or change with low risk.


When you are about to invest long term you will reduce risks and make sure the result is as perfect as possible.

Feasibility studies via BBH differ from the ones you do directly with entrepreneurs, designers or architects. Our starting point is your starting point: What is the basic idea? Who are we for? What kind of experience do we want to create? The brand, the identity, the flexibility during seasons, the operational perspective. Luckily the desktops, workshop-rooms, sketch-pads and model-workshops, either physical or digital, provide possibilities to discuss solutions and evaluate options at very limited costs.

I bring my experience from architects, advertising and real estate to BBH

Our idea is to make sure feasibility studies are strategic idea-processes and not based upon any crafts perspective. Even making an icon demands strategy. I bring my experience from architects, advertising and real estate to BBH and the purpose of our strategic process will be to include the developer and representatives from the crafts if decided and create the big idea for the project and describe the general concept in a way that inspire everyone to deliver, not only the right and creative solution, but a solution with potential in the market.


When the "Conceptual Brief" for the project feels right, we push the button for the feasibility study and involve partners like landscape architects, architects, engineers, salespeople, agents, designers, entrepreneurs, finance - what is needed in this specific case.


We need our network and our network needs us

When I managed architects I was frequently involved in feasibility studies and sketch-projects, from areas with a potential of 2000 homes, via the Viking-museum, an eco-hotel at Island and a hotel at Voss. I do not have the skills or the competence to create architecture, but insight, strategy, idea and concept-development are relevant competences - together with the experience from creative direction and running creative processes... Quite a few proud people can become.. let us say not so constructive in the team. The conceptual thinking is my strength together with insight in user-groups, positioning, experience marketing, identity and quality management - all parts of the input for choosing the final design.

The competences in our network and our own must work together to the benefit of the investor or developer

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