Our client is an urban hotel chain. Two years ago they leased a hotel in a coastal village of particular charm. The hotel could be considered half urban and half holiday. They invested a large amount on its renewal.
The result was really good and it predisposed them to repeat this operation with a similar hotel in the same village, affected by need of renewal and deficiencies in management. Therefore he instructed BurgMaster Hospitality Consultants for negotiating a lease. BurgMaster quickly identified the owner and contacted him.
In that hotel ownership and management were not the same person, and were linked professionally and also by an old friendship. Recently, however, the operator had shifted the burden of their activity to their descendants and everithing was getting worse, since the operator was losing money every year, and was endangering his financial situation, a very worrying fact given his age. At the same time, the hotel was sinking, both physically and commercially.
The old friendship between owner and manager was initially an obstacle for the operation. However, BurgMaster gave the appropriate arguments, and improving rent and a strong commitment to invest in the renovation of the new tenant produced an agreement where the three parties won: our client finally had the hotel he wanted, the owner had a new professional tenant who would pay the rent and keep the hotel in perfect condition and the previous operator stopped losing money.
