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The encyclopedia · Strategy & Leadership · Strategic decision · 1999–2018

Leofoo Palace Hotel, Taipei's Westin, closed after 20 years of losses

The Westin Taipei never turned a profit in 20 years, racking up NT$640M in combined losses and penalties before Cathay Life refused to renew the lease.

Leofoo Tourism Group · Westin Taipei · 2018-12-31

What happened

The Leofoo Palace Hotel, operated by Leofoo Tourism Group (2705) under the Westin Taipei brand, opened in 1999 as a flagship property in downtown Taipei. The hotel was housed in a building owned by Cathay Life Insurance, one of Taiwan's largest insurers, under a long-term lease arrangement. Despite its prime location and the Westin brand, the hotel never generated a profit in its 20 years of operation.

In 2017, the hotel recorded revenue of NT$1.29 billion, representing nearly 40% of Leofoo Tourism Group's total revenue. However, the property posted a net loss of NT$240 million that year, squeezed by annual rent increases and a slump in Taiwan's tourism sector. The hotel also faced NT$400 million in breach-of-contract penalties for failing to meet dining revenue targets set by the landlord. Even with an occupancy rate near 70% and an average daily room rate of NT$6,387, the hotel could not overcome its cost structure.

In April 2018, Cathay Life Insurance notified Leofoo that it would not renew the lease when it expired on December 31, 2018. Leofoo had attempted to negotiate a rent reduction, but the two sides could not reach an agreement — despite Cathay Life having voluntarily cut rent twice (7.3% in 2004 and 20% from 2009 to 2017). On November 2, 2018, Leofoo filed a mass layoff notice for 303 employees. The hotel closed its doors on December 31, 2018, and the building was later taken over by JR East's Hotel Metropolitan Tokyo.

Why it happened

  • The hotel operated on a lease model without owning the real estate, making it vulnerable to rising rents and inflexible lease terms that consumed its operating margin
  • Leofoo continued to operate the hotel for 20 years without ever turning a profit, accumulating losses and penalties while the underlying business model never worked
  • The hotel faced NT$400 million in penalties for failing to meet dining revenue targets, a contractual obligation that worsened its already unprofitable position
  • A decline in international tourist arrivals to Taiwan intensified competition among hotels, squeezing occupancy and room rates for properties already struggling with high fixed costs
What it costNT$240M loss, NT$400M penalties, 303 jobs, 20 yearscostly

The lesson

A flagship hotel on leased land is a bet that rents will stay flat and tourists will keep coming. When neither holds, twenty years of losses is not bad luck — it is a business model that never worked.

Sources

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