Sell your hotel business.

Flag, PIP, and the rooms that actually sell

A hotel sale is a flag—or the decision to go independent—a rooms book, and real estate that may or may not travel with the operating company. Buyers underwrite franchise or soft-brand agreements, property-improvement plans, and whether the brand will approve the buyer. A limited-service interior-corridor hotel with a stable general manager is a different asset than a boutique that lives on the owner’s personality and a liquor-heavy lounge.

Occupancy and ADR need a full year and a competitive set, not a peak-month story. Group and OTA mix matter. A year that was one citywide convention and a renovation across the street is not the new normal. If you own the building, that is usually a second decision—sale-leaseback, package deal, or keep the dirt.

Occupancy, ADR, and what a buyer will normalize

STR-style monthly occupancy, ADR, and channel mix beat a single annual rooms number. Buyers haircut owner comps, complimentary rooms, and a food-and-beverage outlet that loses money to justify a flag story. Staffing ratios and whether a GM can run the desk without you are usually the difference between a financeable inn and a job with a marquee. Peak-season annualization is how hotel deals die in diligence. A full-year rooms file and a one-page note on who holds the liquor and lodging licenses is enough to start.

Brand consent, liquor, and the operating company

Brand consent, quality-assurance scores, and any PIP escrow often take longer than the purchase agreement. Liquor, food-service, elevator, pool, and lodging licenses sit on local calendars you cannot rush. If a management company is in place, that contract either assigns or becomes a termination cost. We separate the real estate, the FF&E, and the going-concern so an operator who cannot buy the dirt is not asked to write one check for everything. Bridge Point can put that split on one page before the brand is called.