INTRODUCTION AND CONSIDERATIONOF THE MARKET SITUATIONISLA MARGARITA
The PARTIES acknowledge that the Venezuelan hotel sector has experienced a prolonged period of economic, operational and market difficulties in recent years, which has significantly affected tourism and hotel activity in the country and, consequently, the ability of numerous establishments to maintain occupancy levels, revenues and operating performance comparable to other international markets.
NEW LINE CAPITAL HOTELS & RESORTS™ understands this reality and recognizes that a hotel's historical revenues and economic results in Venezuela during recent years may not adequately reflect the value, potential, location, physical characteristics, repositioning capacity or future prospects of the asset.
For this reason, NEW LINE CAPITAL HOTELS & RESORTS™ will not condition the initial evaluation of the HOTEL upon the presentation of historical billing, revenue or operating results from previous years, nor will it require such historical information as a prerequisite for formalizing this COMMITMENT AGREEMENT.
The evaluation of the HOTEL will be carried out primarily on the basis of its physical characteristics, location, category, number of rooms, condition of the asset, repositioning potential, possibilities for the incorporation of a PRIME INTERNATIONAL BRAND, recovery and reactivation capacity, CAPEX requirements, operational feasibility and potential for future value creation, together with any other elements deemed relevant during the due diligence process.
The purpose of this approach is to allow the HOTEL to be analyzed based on its future potential and the real possibilities for its international repositioning, rather than exclusively on the economic performance of an extraordinary and prolonged period of difficulties in the Venezuelan market.
NEW LINE CAPITAL HOTELS & RESORTS™ also recognizes that the re-entry of major international hotel brands into Venezuela requires a progressive, structured and controlled process.
THE CHANGE IS ALREADY HERE.GET AHEAD OF ISLA MARGARITA'SNEW TOURISM FUTURE.
Connect your hotel with NEW LINE CAPITAL HOTELS & RESORTS™, the Global Multi-Brand Luxury Hospitality Company that sponsors the integration of leading international hotel brands to put Isla Margarita's hotels back on the international map.
THE CHANGE IS ALREADY HERE. DON'T MISS THE OPPORTUNITY TO TRANSFORM YOUR HOTEL AND ITS REVENUE POTENTIAL.
THE NEW CYCLEOF LUXURYHOSPITALITY INVENEZUELA
Una estrategia de reposicionamiento para el próximo ciclo de la hotelería internacional en Venezuela.
THE NEXT CHAPTEROF VENEZUELAN HOSPITALITYIS ALREADY UNDERWAY
¿Estará su propiedad lista para ello?
NEW LINE CAPITAL HOTELS & RESORTS™ is positioning hotel assets for a new cycle of tourism, international hospitality brands and investment in Venezuela.
Las marcas están regresando. El mercado se moverá. La cuestión es si su hotel estará listo para competir.
Reposicione su activo. Restablezca su potencial. Prepárese para lo que viene.
NO ESPERE AL FUTURO.
Posicione hotel para ello.
THE NEXT CYCLE OF VENEZUELAN HOSPITALITY
WILL REQUIRE PRIVATE CAPITAL.
Opportunities may require acquisition, repositioning, CAPEX, reactivation, international brand integration, HMA structures and long-term hospitality strategies.
INSTITUTIONAL CAPITAL™
A NEW CYCLE.A NEW STANDARD FORVENEZUELAN HOSPITALITY.
Venezuela entra en una nueva fase de apertura y transformación dentro de su industria hotelera.
Para que los hoteles venezolanos recuperen su posición en el mercado internacional, no basta con cambiar el nombre, introducir una marca o reabrir un establecimiento. El activo debe reposicionarse desde sus bases y alinearse progresivamente con estándares internacionales de producto, servicio, operaciones y experiencia del huésped.
Repositioning requires commitment, investment and a long-term vision. The owner must be prepared to undertake the economic effort required to reposition the asset and meet the standards of the selected international brand.
No buscamos simplemente reabrir hoteles. Buscamos reposicionarlos para el próximo ciclo de hospitalidad internacional de Venezuela.
REPOSITIONING IS NOT SIMPLYCHANGING A HOTEL'SNAME
NEW LINE CAPITAL HOTELS & RESORTS evalúa el activo desde cero cuando el objetivo es llevar un hotel a estándares internacionales de 4★ o 5★.
REPOSITIONING FROM THE GROUND UP
The process may address rooms and bathrooms, lobby and public areas, food and beverage, pools and gardens, spa and wellness, back-of-house, technical systems, technology, security, interior design and the overall guest experience.
The objective is not simply to renovate a hotel. It is to reposition the asset as a competitive hospitality product capable of meeting the standards and requirements of the selected international brand and market.
THE ASSET MUST BE READY FOR THE BRAND.
THE ASSET FIRST.THE BRANDSECOND.
NEW LINE CAPITAL HOTELS & RESORTS™ integrates an international hotel brand into the repositioning of the selected asset, creating a clear path back to international hospitality standards and demand.
The international brand is not an optional element of the strategy. It is integrated into the repositioning process and the hotel's long-term international hospitality strategy.
FIVE STRUCTURES FORWORKING WITH NEW LINECAPITAL
El propietario puede elegir la estructura que mejor se adapte a los objetivos patrimoniales, financieros y operativos.
01 · LONG-TERM LEASE
The owner retains ownership. NEW LINE may take the hotel under a long-term lease, negotiating rent, term, delivery conditions, CAPEX responsibilities and hotel control.
02 · LONG-TERM LEASE + PURCHASE OPTION
A control-first structure combining long-term lease, repositioning, operation and stabilization, with a purchase option when agreed. The acquisition terms are defined in the definitive agreement before the corresponding investment and repositioning activities begin.
03 · HMA + INTERNATIONAL BRAND
The owner retains the asset. NEW LINE structures the incorporation of an international hotel brand and the appropriate Hotel Management Agreement, integrating the brand into the repositioning and long-term operation of the hotel.
04 · JOINT VENTURE
The owner contributes the asset and assumes the investment required for acquisition, renovation, repositioning and value creation. NEW LINE CAPITAL HOTELS & RESORTS™ contributes hospitality know-how, strategy, transaction structuring, international operator and brand relationships, HMA negotiation and strategic project direction.
05 · DIRECT ACQUISITION™ VIA JOINT VENTURE
Selective acquisition of hospitality assets through individually structured Joint Ventures, where the capital partner provides the acquisition capital and NEW LINE CAPITAL HOTELS & RESORTS™ contributes hospitality know-how, transaction structuring, brand relationships, international hotel brand selection, repositioning strategy and strategic execution.
IMPORTANT FOR THE OWNER
An international brand does not eliminate the need for investment. If the hotel requires deep repositioning, the owner must be prepared to assume directly or within the agreed structure the CAPEX required to meet the standards of the selected brand.
FIRST, WE MUST DETERMINEWHAT INVESTMENT THE ASSETACTUALLY REQUIRES
NEW LINE CAPITAL HOTELS & RESORTS evalúa el activo desde cero cuando el objetivo es llevar un hotel a estándares internacionales de 4★ o 5★.
Un reposicionamiento genuino puede requerir una transformación integral: habitaciones y suites, baños, lobby, F&B, piscinas, jardines, spa, bienestar, ocio, zonas de servicio, sistemas técnicos, tecnología, seguridad, diseño interior y experiencia del huésped.
La marca realza un activo correctamente reposicionado; por sí sola no convierte un hotel antiguo o deteriorado en un producto de lujo.
HOTELS AND RESORTSWITH A CLEARVALUE-CREATION THESIS
No buscamos simplemente un inventario de hoteles. Buscamos activos con una tesis clara de creación de valor y propietarios dispuestos a trabajar dentro de una estructura profesional y de largo plazo.
A STRUCTURE ALIGNEDWITH THE OWNER'SOBJECTIVES
SI DESEA CONSERVAR LA PROPIEDAD
Se puede considerar un arrendamiento a largo plazo mientras se desarrolla la estrategia del hotel.
SI DESEA VENDER EN UNA ETAPA POSTERIOR
El precio de compra puede establecerse desde el inicio, asumiendo NEW LINE el riesgo económico durante el período de arrendamiento, reposicionamiento y transformación.
SI DESEA CONSERVAR Y MEJORAR EL VALOR
Se puede considerar una marca internacional bajo un HMA, conservando el propietario la propiedad y asumiendo los requisitos de reposicionamiento aplicables.
SI DESEA COMPARTIR EL PROYECTO
Se puede considerar una empresa conjunta con NEW LINE y/o socios de capital, definiendo aportes, gobernanza y distribución.
FLEXIBILITY IN STRUCTURE AND ECONOMIC TERMS
The structure may be adapted to the owner's objective, the condition of the asset and the capital required for its repositioning. Economic conditions should remain aligned with the hotel's real revenue-generating capacity throughout the transition period.
Cuando corresponda, las condiciones de transición pueden estructurarse de forma progresiva durante el período de reposicionamiento, hasta que el activo alcance su posicionamiento internacional previsto.
El objetivo es ajustar la estructura al activo, a los objetivos del propietario y a la inversión necesaria para crear valor hotelero a largo plazo.
THE QUALITY OF THEINITIAL INFORMATIONDETERMINES THE SPEED OF OUR EVALUATION
Nombre, ubicación, número de llaves, categoría, áreas, estado operativo, fotografías y video.
Ingresos, EBITDA/GOP, ocupación, ADR, RevPAR, deuda, valoración/precio esperado y expectativas de renta.
Renovaciones recientes, CAPEX pendiente, estado de habitaciones, áreas comunes, F&B, sistemas y exteriores.
Propietario, mandato de broker, contratos, licencias, operador/marca actual y estatus legal.
Venta, arrendamiento, arrendamiento con opción de compra, HMA, joint venture u otra estructura propuesta.
Disponibilidad del activo, calendario de negociación y condiciones de due diligence.
Preferencia: acceso directo al propietario o un mandato claramente acreditado. Se valoran especialmente las oportunidades confidenciales y fuera de mercado.
FROM THE FIRSTOPORTUNIDADTO LONG-TERM VALUE
OPORTUNIDAD INICIAL
Un propietario hotelero o asesor acreditado presenta un activo hotelero cualificado con propiedad clara e información suficiente para una revisión estratégica.
EVALUACIÓN ESTRATÉGICA
El activo se evalúa según ubicación, estado físico, posicionamiento de mercado, potencial operativo, requisitos de reposicionamiento y potencial de marca internacional.
ESTRUCTURA
Se determina la estructura a largo plazo adecuada: arrendamiento, arrendamiento con opción de compra, HMA con marca internacional o joint venture.
MARCA Y OPERADOR
Cuando corresponde, NEW LINE identifica e integra la marca hotelera internacional y el socio operador alineados con el activo.
EJECUCIÓN
La estructura acordada pasa a implementación, reposicionamiento y creación de valor hotelero a largo plazo.
Each opportunity is evaluated as a complete hospitality proposition from the asset itself to its long-term brand, operating and value-creation strategy.
A PROCESS DESIGNED TOQUICKLY DETERMINEWHETHER STRATEGICALIGNMENT EXISTS
The international hotel brand and operator are integrated into the repositioning strategy of the selected asset, establishing the international hospitality framework for its long-term operation.
