Trends, scenarios, segments, geography, macroeconomic drivers and the transformation of the hotel industry
Technology does not automatically increase the value of a hotel. Real value is created when data, automation, revenue management, marketing and management contr…
Hotel innovation investments generate value when they increase revenue and EBITDA, reduce operating costs and risk, improve cash flow and strengthen asset value…
How fintech, open banking, PMS, revenue management and management-control data can improve hotel creditworthiness, forward DSCR analysis and access to financing…
Thirty-five rooms, one of the best-known leisure destinations on the Adriatic Riviera, approximately 250 metres from the beach and a new base price of €1.84 mil…
Hotel San Marco S.r.l., a company registered at Via Lido 57 in Alghero, is subject to judicial liquidation proceedings opened in September 2026. At the same add…
Paying more than €1 million per key may be entirely rational for exceptionally scarce hospitality assets. But the valuation must be supported by EBITDA, cash fl…
The immediate closure of a hospitality property in the Miramare area, announced by the Municipality of Rimini on 2 October 2026, provides a useful case study fo…
Institutional investors do not simply assess the hotel itself. They assess whether the transaction can convert capital into risk-adjusted returns. From entry va…
How to assess a hotel acquisition: synergies, EBITDA, multiple arbitrage, CAPEX, buy-and-build, integration and hotel consolidation strategies.
“An agritourism property becomes attractive to professional investors when it combines normalised EBITDA, independent management, planned CAPEX, predictable cas…
Financing hotels, resorts, agritourism and experiential hospitality projects requires an integrated assessment of the asset, operating business, destination and…
Lease agreements and management agreements create fundamentally different risk profiles. Lenders need to assess rent coverage, DSCR, debt yield, tenant covenant…
In cross-border hotel financing, risk is not driven solely by the interest rate or LTV. Covenants, jurisdiction risk, cash flow, security packages, currency exp…
International investors do not simply acquire hotels. They assess cash flow, IRR, CAPEX, leverage, governance, operator quality, downside protection and exit po…
A hotel is more than a real estate asset. When it converts territorial demand into revenue, employment, supply-chain activity, cash flow and debt-servicing capa…
Owning valuable hotel real estate does not necessarily mean capital is being deployed efficiently. Refinancing, sale & leaseback, PropCo-OpCo separation and ass…
An independent hotel turnaround plan is bankable when forecast cash flow can service debt with an adequate margin of safety, including under downside scenarios.…
A hotel sale & leaseback is a transaction in which the hotel owner sells the property to an investor and simultaneously leases it back, allowing the business to…
Across the Italian hotel mid-market, profitable businesses can operate within real estate assets that remain materially underutilised. The investment opportunit…
L’ex Hotel Trieste di Arta Terme dispone di 54 camere fisiche e circa 2.859 mq. Ma €428.250 sono solo il prezzo di ingresso: CAPEX, energia, key count, F&B e GO…
Financial leverage can materially enhance returns in a hotel acquisition, but it can also amplify losses and rapidly erode equity value. LTV, DSCR, debt yield, …
In hotel financing, real estate value alone is not enough. Track record, GOP, revenue management, reporting quality and operator capability all influence a hote…
Why are Italy and Southern Europe becoming more important in European hotel lending? Italy, Spain and Portugal combine strong tourism demand, improving hotel op…
In hotel financing, LTV and DSCR measure different risks. LTV protects the lender through asset value, while DSCR measures repayment capacity. The real issue is…