Hospitality & Tourism Real Estate
Hospitality Feasibility Foundations
Take a hotel from demand generators to an investment case — penetration indices, the market study, operator economics, the ten-year forecast, break-even and returns, and a feasibility report a lender can act on.
The promise
Take a hotel opportunity from demand generators to an investment case a lender can act on — and know what would break it.
By the end you can
- Read penetration properly — fair share, MPI, ARI and RGI — and a USALI P&L
- Build demand bottom-up and top-down, and grade a supply pipeline on evidence
- Size the hotel from demand rather than from the site, and specify the concept
- Model operator fee structures and compare brands on EBITDA, not headline percentages
- Build a ten-year forecast from index paths, not growth rates
- Test yield on cost against the market cap rate, and state the margin of safety
Where this course takes you
This course is part of 1 role track, which ends in a professional deliverable.
Curriculum
Hospitality KPIs
The scorecard of a hotel: occupancy, ADR, RevPAR and GOPPAR, and how to read a performance report before you judge a deal.
Demand Generators and Seasonality
Where room-nights actually come from, how to estimate them, and how to model the peak-and-trough seasonality that defines Gulf and North Coast markets.
The Hotel Market Study
Scoping the study to a decision, auditing existing supply and pipeline, building demand bottom-up and top-down, and converting the evidence into a recommended concept and positioning.
Operator Structures
Management contract, franchise or lease? How a hotel is operated and branded determines who controls quality, who takes the risk, and how the returns are split.
Feasibility and Ramp-Up
Assemble the pieces into a verdict: right-size the hotel, set stabilised assumptions, model the ramp-up, and state a conditional go/no-go on a real North Coast resort.
Returns, Risk and Financing
Turning an operating forecast into an investment case — development cost and FF&E, the returns metrics hotels are judged on, break-even occupancy and sensitivity, and how hotel debt actually works.
Reporting the Feasibility
Structuring the feasibility report so a lender and an owner can both use it, keeping an assumptions register that survives scrutiny, avoiding the errors that recur across hotel studies, and running a full study end to end.
Course assessment
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More in this academy
Hotel Operations & Asset Management
How a hotel actually makes money and how owners protect and grow that value — the operating P&L and index measures against a competitive set, revenue management including forecasting, pace and displacement, cost and profit down to what the owner actually receives below GOP, the food and beverage, meetings and other non-rooms business, the owner-operator relationship, repositioning for value, and holding the asset through a cycle when demand falls.
Branded Residences & Mixed-Use Hospitality
The economics and structuring of branded residences and mixed-use hospitality — why brands command a premium, how deals are structured, and how to appraise them, with a Gulf and emerging-market focus.