An analysis of the hotel sale leaseback model examining structural trade-offs, governance requirements, legal risks, and return structures for developers, operators, and unit owners.
A disciplined, model-driven framework for hotel brand selection, covering full fee stack analysis, validated RevPAR lift, labor market fit, PIP costs, and franchise agreement negotiation.
An advisory perspective on why Latin American hotel developers frequently misread investor expectations, covering capital structure, pre-opening budgets, brand agreements, and risk transparency.
With LA28 approaching, hotel owners face tightening timelines for renovation projects as labor, procurement, and permitting pressures intensify ahead of the 2028 deadline.
HVS argues that branded residence success depends on buyer demand depth, competitive positioning, and independent feasibility analysis, not brand affiliation alone.
The article outlines a structured, staged approach to confidential hotel asset sales in Latin America and the Caribbean, emphasizing buyer vetting before disclosure to protect asset value and daily operations.
A 50-year hotel consultant breaks down the 133 provisions owners should negotiate in a management contract, arguing the base fee is the least impactful term while buyout rights, revenue definitions, and vendor rebates cause far greater financial damage.
Harpreet Singh shares lessons from one year of turning around Kings Court Hotel in Alcester, prioritizing infrastructure, culture, and long-term vision over cosmetic upgrades.
A legal and financial breakdown of key money in hotel management agreements, covering market practice, repayment terms, guarantees, and accounting treatment for both owners and operators in France.
A strategic case for integrating feasibility analysis and design early in hospitality development, showing how aligned decisions reduce execution risk, improve returns, and prevent costly post-opening repositioning.
A practical guide for hotel owners approached by international operators, covering JV structuring, governance, financing, management agreements, and exit planning.
Senior leaders from HVS, Hyatt, LR Hotels, Westmont, and Aareal Bank discuss how hotel operating models must blend flexible contract structures, AI-driven distribution, and human-centred experiences to succeed by 2030.
A franchise consultant argues hotel owners typically negotiate only 3-4 terms but should scrutinize all 136 provisions, spotlighting hidden risks in ROFR, brand-change clauses, and post-term guest data blackouts.
HVS and Bird & Bird webinar with 143 delegates examines Germany's hotel insolvency wave as a structural correction driven by higher financing costs and inflexible leases, with opportunities for well-capitalised investors.
Industry partners preview investment themes ahead of FHS Saudi Arabia 2026, highlighting Riyadh's shift toward integrated leisure, MICE, and sustainability-led hospitality development.
The boutique hotel company plans to double its seven-property portfolio by 2027, with new openings in Florida, Michigan, and South Carolina focusing on historic building renovations.
Ahead of FHS Saudi Arabia 2026, this analysis argues the Kingdom's hospitality growth is driven by economic diversification, talent mobility, and domestic demand, not tourism alone.
An industry analysis outlining five strategic opportunities for luxury hotel development heading into 2026 and beyond, covering branded residences, demand diversification, overtourism, adaptive reuse, and generational demand shifts.
Coastal hotel owners are ceding USD 67B in marine excursion revenue to third-party operators, with uncaptured value estimated at EUR 2.3–9.2M per property when capitalized at a 6.5% cap rate.
Wyndham's 100-hotel Super 8 signing in Saudi Arabia exemplifies how mid-market and lifestyle brands are filling a supply gap as UAE and Saudi Tourism 2030 strategies shift from luxury-led to balanced growth.