The ES Hotel at 171 Via Filippo Turati is one of the most emblematic hotel stories in contemporary Rome. It is not simply the story of a property changing name,…
For the hospitality market, AMCO should not be viewed merely as an NPL manager. It should be understood as a potential control gateway: a player capable of infl…
Key money, budget approval rights, brand standards and mandatory CAPEX: when a hotel contract appears to create value, but may gradually weaken the owner’s econ…
Iccrea’s potential sale of an NPL portfolio worth up to €500 million is not just a banking story. It is directly relevant to the hotel industry. Because it touc…
Hotel management agreements and franchising: the technical guide to understanding where hotel value is created or lost. In the professional hotel investment mar…
In today’s hospitality investment landscape, competitive advantage is no longer defined solely by owning a property, having capital available, or possessing ope…
The RAI real estate portfolio raises a strategic question for investors, developers and hospitality operators: which assets can be converted into hotels, aparth…
Not all hotel acquisitions are equal. Some add scale. Some bring a dormant building back into play. Only a handful put a property back on the map that combines …
In hospitality, capital is usually destroyed in one of two ways: by paying too much, or by understanding too little. The second mistake is more common, and usua…
A hotel is not worth only what its real estate is worth. It is worth what the right people can turn it into. In hospitality, investment decisions are often domi…
One of the most persistent and damaging misconceptions in hotel companies is the idea that minority shareholders who are not involved in management should simpl…
Passive ownership is no longer the most compelling strategy in European hospitality. Capital is still interested in hotels, but the premium has shifted. Investo…