In the hotel industry, we talk constantly about occupancy, ADR, RevPAR, energy costs, staffing, distribution channels, bank debt and real estate investment. We …
Metha represented one of the early phases of Italian hotel management focused on aggregation and multi-brand franchising. JSH attempted to move that model into …
Financial intelligence, risk analysis and strategic insight for hotel investors, lenders, funds and owners InvestimentiAlberghieri is launching an editorial col…
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…