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The Markets

Although the property is located in a tranquil and rural environment which is sparsely populated within a radius of 30km, there are nearly 40 million people living within a radius of 250km, a substantial number of whom live in relatively crowded urban environments and who yearn for fresh air and peace during their leisure moments. This represents one of the largest agglomerations of affluence in the world.

Segments - The existing business can be broken into two market segments i.e. “Groups”, primarily meetings and conferences, but also incentives and private events, and “Individuals”, consisting of tourists traveling through France, and those seeking a short break destination. “Groups” accounted for 45% of revenues in 1998, and “Individuals” the balance. There are no stays longer than one week, and stays of more than five days are relatively rare.

Geographical Spread - The present business has a good spread between various geographical markets. These obviously change annually, but the past two years has seen greatest growth  coming from the UK and long range markets such as the USA and Australia, reflecting the marketing efforts made in those countries, their relative levels of prosperity, and the effect of the Channel Tunnel, which has impacted favourably the growth in all of these markets. The revenue contributions to “Group” business in 1997 were UK - 42%, France - 25%, Belgium, (primarily multinational companies) - 22%, and Other - 11%. The contributions to the “Individual” business in 1997 were UK - 55%, France  - 15%, USA - 10%, Belgium - 7%, Netherlands - 6%, and Other - 7%.

While Paris is an important market, the “natural” markets for Remaisnil are the major urban centres north of Remaisnil, e.g. Lille, Brussels, London, Antwerp, Amsterdam etc., given the tendency for most northern Europeans to move in a southerly direction for their leisure and vacation pursuits.

Sources of Clients - For “Group” business, 63% of revenues are derived from repeat and referral clients, and only 16% come through agents and are commissionable. The French Government Tourist Offices are  important sources of business for groups. The Château de Remaisnil is a member of the Business Travel Club (CFTAR) of the Maison de la France (the French Tourism Ministry’s promotion arm).    

“Individual” business is derived as to 36% from "Châteaux et Hôtels de France," (a guide book owned by famed 3 Michelin stars restauranteur, Alain Ducasse) and only 24% is derived from Tour Operators and therefore commissionable.

Demographic Trends -  The increase in “short break” vacations in Europe, to the detriment of long vacations, has been and will continue to be, to Remaisnil’s advantage, given it’s proximity to major population centres.

Competition - There has been a welcome increase in the number of châteaux hôtels in northern France in recent years, contributing to the attractions of the region as a tourist centre. However, none are within an hour of Remaisnil,  which is the only such establishment in the Département of the Somme.  Few are as conveniently placed vis-à-vis these northern population centres as Remaisnil, and none can match its inherent attractiveness, style and quality.

Expansion Possibilities

(a) Short Term

There is considerable potential to expand effective capacity of rooms and suites at a low incremental capital cost within existing buildings on the property.

(b) Medium and Longer Term

Given the financial support available from European Union programs,( up to 50%) as well as national, regional and departmental governments’ support (30-50%) for hotel developments, employment creation and historic monuments,  more extensive capacity increases can be made at a very attractive net unit cost. The low real estate prices in the vicinity contribute further to this. Options include

1.     Acquire adjacent buildings in the village to create additional suites and bedrooms - say 10 new bedrooms  (result : total of 30 rooms)

2.     Acquire adjacent property to construct totally new accommodation facilities without impacting the presently impressive “perspective” on the property - say 20/30 bedrooms  (result : 50/60 total rooms)

3.     Develop additional sporting/health  facilities on the property and create additional accommodation around the property or in the village (result : 100 total rooms)

These expansions could be considered in the context of the development, on a phased basis, of a true destination resort in the longer term. This could include ultimately the redevelopment of a significant part of the village, including a further doubling of accommodation capacity (to a 100 rooms), the establishment of shops geared to the tourist trade (e.g. wine shop to serve the English market, local produce shop, local artisan shop, etc.), all in the context also of safeguarding the cultural heritage, preserving the rural environment and encouraging rural tourism. The present “intimate” nature of the establishment would be preserved through the utilization of existing buildings wherever possible, and through architectural designs consistent with the historical styles. 

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