fr
en

HOTEL INVESTMENT STRATEGY
FOUNDED ON AN INDUSTRIAL PROJECT

Rational industry approach
built around 20 years of hospitality business expertise
¬

The management team capitalize on the Honotel Group’s longstanding expertise focused on hotel investment, value growth and operational management for hotel assets, looking to roll out its value chain within the hospitality industry.

KEY DRIVERS FOR VALUE CREATION
¬

5 drivers

Hyper-targeted acquisition
Hyper-targeted acquisition
Unit and off-market acquisitions to build a coherent portfolio.
More
Hyper selective targeting
Hyper selective targeting

Extremely selective, the investment management company Hôtel Investissement Capital chooses its targets based on their intrinsic value. It focuses on off-market transactions, through unit acquisitions:

  • Premises + business, making it possible to balance value growth between the real estate asset and operational cash flow,
  • Hotels or any other type of short and medium-stay hospitality accommodation with strong potential (hostels, apart-hotels, etc.),
  • Most vibrant tourist and business hubs and cities, primarily in France.
Optimized<br /> financing
Optimized
financing
Financing plan
optimized through long-term debt.
More
Financial optimization
Financial optimization

Hôtel Investissement Capital focuses on off-market hotel investment transactions.

Thanks to the strong partnerships established with leading banks and its financial engineering expertise, the investment management company optimizes its investments’ leverage through long-term debt with realistic business plans and strict respect for budgets, particularly for repositioning work.

Investissement hôtelier
Assets<br /> repositioning
Assets
repositioning
Dedicated marketing strategy and work for each hotel or hospitality asset.
More
Strategic repositioning
Strategic repositioning

The strategy to create value for assets is guided by the know-how of the Honotel Développement and Honotel Asset Management teams for repositioning hotels, thanks to a scalable offer aligned with new consumer expectations and new urban lifestyles. This offer is currently based around:

    • Hybrid hotels
    • Smart hotels
    • Business resorts
    • Boutique hotels
Operational<br /> management
Operational
management
Commercial development,
synergy and cost management.
More
Operational optimization and acceleration
Operational optimization and acceleration
At the heart of the sustainable development strategy, the Happyculture Collection label is focused on the customer experience. It supports the commercial deployment of portfolio holdings.

The Honotel Développement management platform enables each investment to benefit from economies of scale thanks to group contracts and sets the management standards to be respected.

Opportunistic<br /> divestment
Opportunistic
divestment
Analysis of divestment opportunities witin a 7-8 years horizon.
More
Flexibility for exits
Flexibility for exits
Hôtel Investissement Capital ensures that the independence of each company in the portfolio is maintained in relation to the other companies so as to not anticipate a specific exit condition rather than another.

When relevant, the investment management company has full discretion to identify the best buyer and the best exit option (unit, block or entire portfolio sale) for each hotel.

Investissement hôtelier

Repositioning hotel assets

Case study:
From Best Western Montmartre Sacré-Coeur to The Playce Hotel
¬

After a €2 million refurbishment lasting one year, without closure, the anonymous tourist hotel has been transformed into a new kind of urban haven: a fun and vibrant breath of fresh air and a goto destination for tourists or business travelers:

  • Creation of 105 sq. m of additional guest areas thanks to the renovation of part of the ground floor,
  • Development of a new corporate and leisure offer: co-working space, meeting room, bar and snacks, events.
More

Disclaimer
¬

Investing in a hotel investment fund involves a significant level of risk and should only be considered by Investors who have sufficient financial resources to allow them to accept this risk and who do not have any immediate need to liquidate their investment or obtain the reimbursement of the paid-up amount of their commitment.

Changes to the legal, tax or regulatory conditions may be made during the life of a hotel investment fund and could adversely affect its performance or the performance of its investments.

No guarantee can be given that a hotel investment fund’s target returns will be achieved.
Past performance by similar investments is not necessarily indicative of future performance for a fund’s investments.

Any investment in a private equity fund is subject to risks, including but not limited to: risk of capital loss; risk of profitability being lower than the target probability; liquidity risk (the private equity fund’s units will be locked in for the duration of the fund); market risk (the resale of the private equity fund’s assets is subject to real estate and hotel market contingencies); operational risk (compliance, management, work, etc.).

Menu