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 Extended Stay Hotels: They provide temporary housing and cater largely to families undergoing relocation and business travelers on long assignments. They offer larger suite-style rooms with at-home features such as kitchens and access to laundry. They also offer discounted rates on longer stays. This category includes hotels like Embassy Suites, Extended Stay America, Hilton’s Homewood Suites

 To track the performance of a hotel there is some key data that are relevant. Average Daily Rate or commonly referred as ADR and Revenue Per Available Room or RevPAR. ADR is the measure of the average nightly rate paid for rooms at a hotel and is calculated by dividing room revenue by rooms sold over a particular period of time

 RevPAR, or revenue per available room, is calculated by multiplying the ADR by the occupancy rate. Investors can also think of it as the total room revenue divided by the total number of available rooms.

 RevPAR complements ADR because while ADR only considers the average rate of rooms sold, RevPar takes into consideration the number of rooms that were actually occupied at that rate over a given period.

 Hotel owners and operators use daily, weekly, monthly and annual RevPAR trends to gain insights into factors impacting the hotel’s performance. Even better, comparing a hotel’s RevPAR over the last year to the RevPAR of competitor hotels can provide a powerful metric for analyzing the performance and competitiveness of any hotel over a given period.

 Hotels focus a lot on the performance of their “competitive set”. This is because guests tend to make lodging decisions in real-time and weigh factors such as cleanliness, service, amenities and location relative to certain moving demand drivers (events, offices, restaurants…).

 Two main groups of consumers drive the majority of hotel demand: business travelers and tourists. Business travel tends to boost demand from Sunday through Thursday. While tourists drive demand on weekends and during peak holiday seasons.

 Demand is also seasonal like ski resorts that will experience peak occupancies during winter, while hotels near convention centers can expect high demand during key events. Therefore, ensuring quality operating partners is essential to drive top-line revenues and create the optimal mix of business in any specific market. Equally important will be a hotel’s ability to convert top line rooms and food and beverage revenues into bottom line net operating income.

 An obvious starting point could be the personal perspective, however, investors need to resist the urge to make investment decisions solely based on what hotel experiences they find attractive.

 Looking at price matters. A budget hotel at a great price may be a far more successful investment than paying top dollar for a world-class hotel.

 So before investing in a hotel you should review demand drivers, make sure the hotel brand is the right fit for you, evaluate the hotel’s management and consider potential cash flow and tax benefits.

 As an investor you should consider the risks associated with investing in hotels. Indeed, to begin with a hotel is not like any other real estate property. You need to do your homework and gather the right data.

 Developers do not build a hotel and then think about how to fill it with guests. Instead they design hotels around customers.

 This will allow you to make an informed investment decision. It is also essential to understand the current positive economic forces: employment situation, consumer confidence, the rising of retail consumption.

 The main drivers for hotels are business travel, tourism and group demand (sport teams, convention attendees). Therefore, hotels that appeal to more than one type of guest will help ensure demand and reduce their dependence on only one target audience.

 The ideal property will be an attractive market that appeals to travelers for business or pleasure. You will also want to look at the growth of those demand drivers. Is it easy to come and go?

 The brand matters because each brand has a different value proposition for its specific target guest. The type of hotel can have a significant impact on performance during different market cycles.

 A full-service hotel sees increased demand when the economy is strong, and tourism and business travel peaks. Alternatively, in a recession, market demand for luxury hotels drops as travelers look to cheaper lodging accommodations.

 Having the right hotel operator to manage a hotel can also make a significant difference in the success of an investment. Poorly operated hotels can result in weak cash flow and higher operating costs.

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 Unique tax benefits can also increase the appeal of hotels. Furniture and fixtures in hotel developments are subject to accelerated depreciation, which can be used by investors to reduce their tax liability.

 By tweaking hotel operations and implementing the right value-adds, a hotel’s potential can be maximized to improve cash flow and increase value.

 Whether you are looking into buying a hotel, selling one or just considering either. One of the biggest questions you will come to is how do you value your hotel?

 The hotel value fundamentally means how much money one is willing to pay when buying or receive when selling a hotel. Even if when you think of a hotel some of the images that will come to your mind are building, customer service, ambiance, quality, food, people, hospitality when approaching valuation and hotel investment you will need to consider a hotel as a series of cash flows.

 A hotel’s value is primarily determined by how much financial risk it comes with and how much money an owner could potentially generate by owning that hotel.

 Hotel market value is the likely price of a hotel in a fair market on a certain date (applicable to all investors). A fair market is:

 Investment value of a hotel is the value perceived by a specific investor. Each investor has a particular view on the value of a hotel, and may have different operating projections and cost of capital, different cash flow projections.

 Income Capitalization Approach: The value of an income-producing property is determined by the present worth of future benefits or a multiple of its net return. There are several techniques in this approach. Valuing the hotel as an operating business using the Discounted Cash Flow method (DCF) and valuing the hotel and land as real estate.

 Cost Approach: Mostly useful in determining if it is better to buy or to build. This is not the most retained methodology because it does not consider income or economic factors. Just the cost of buying an existing property vs. building one.

 The Discounted Cash Flow model is valuing the hotel as an operating business. It is one of the most considered models when it comes to valuing a hotel. It relies on estimating future cash flows from the hotel business and then applies a discount to calculate the present value of those future cash flows. Here you need to work on the basis of the financial information for the whole of the financial year you are considering.

 This forward-looking valuation involves a number of assumptions. You need to pick the base year for your calculations and have projected cash flows for the hotel forward over a 5 to 10-year period generally. In creating these cash flow assumptions, you need to consider what it will be reasonable to assume in the light of the information about your market conditions and forecasts available to you; also the potential improvement of the management and operation of the hotel in the future. The real estate model values the hotel as land and buildings, considering the potential for redevelopment.

 For those in the position of buying a hotel, there is no adventure more exciting than this one. Hotels are a sizable investment of time, effort and money, but success in the hospitality business is financially lucrative and satisfying on a personal level too.

 Acquiring a hotel for sale is an exciting endeavor that requires careful planning, market research, and strategic decision-making. In the beautiful state of Thailand, where stunning natural landscapes and a thriving tourism industry converge, opportunities abound for those looking to invest in the hospitality sector. In this comprehensive guide, we will walk you through the step-by-step process of acquiring your dream hotel property in Thailand. Discover the key considerations, strategies, and resources needed to make your hotel ownership aspirations a reality.

 Define Your Investment Goals: Before embarking on your hotel acquisition journey, it is essential to clearly define your investment goals. Determine the type of hotel you wish to purchase, whether it’s a boutique property, a full-service resort, or a budget-friendly accommodation. Consider factors such as location, target market, amenities, and desired level of involvement in the hotel’s operations. Setting specific investment goals will guide your search and help you make informed decisions.

 Conduct Thorough Market Research: Thailand’s diverse tourism offerings and year-round attractions make it an attractive destination for travelers. However, conducting thorough market research is crucial to identify the most suitable locations and market segments for your hotel investment. Analyze the demand drivers, occupancy rates, average daily rates (ADR), and market trends in different regions of Thailand. Understand the competition and evaluate the potential for growth and profitability in the desired area.

 Engage Hotel Brokers and Professionals: To navigate the hotel market in Thailand effectively, it is advisable to enlist the services of experienced hotel brokers and industry professionals. Collaborating with hotel brokers specializing in Thailand properties will provide you with access to a broader range of opportunities and invaluable market insights. Additionally, work with professionals such as attorneys, accountants, and hotel management consultants who can guide you through the legal, financial, and operational aspects of the acquisition process.

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