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
A repositioning strategy for Venezuela's next international hospitality cycle.
THE NEXT CHAPTEROF VENEZUELAN HOSPITALITYIS ALREADY UNDERWAY
Will your property be ready for it?
NEW LINE CAPITAL HOTELS & RESORTS™ is positioning hotel assets for a new cycle of tourism, international hospitality brands and investment in Venezuela.
The brands are coming back. The market will move. The question is whether your hotel will be ready to compete.
Reposition your asset. Restore its potential. Prepare for what comes next.
DON'T WAIT FOR THE FUTURE.
POSITION YOUR HOTEL FOR IT.
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 is entering a new phase of opening and transformation within its hotel industry.
For Venezuelan hotels to regain their position in the international market, it is not enough to change a name, introduce a brand or reopen an establishment. The asset must be repositioned from its fundamentals and progressively aligned with international standards of product, service, technology, operations and guest experience.
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.
We are not simply looking to reopen hotels. We are looking to reposition them for Venezuela's next international hospitality cycle.
REPOSITIONING IS NOT SIMPLYCHANGING A HOTEL'SNAME
NEW LINE CAPITAL HOTELS & RESORTS evaluates the asset from the ground up when the objective is to bring a hotel to international 4★ or 5★ standards.
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
The owner may choose the structure that best fits the property's patrimonial, financial and operational objectives.
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 evaluates the asset from the ground up when the objective is to bring a hotel to international 4★ or 5★ standards.
A genuine repositioning may require a comprehensive transformation: rooms and suites, bathrooms, lobby, F&B, pools, gardens, spa, wellness, leisure, back-of-house, technical systems, technology, security, interior design and guest experience.
The brand enhances a correctly repositioned asset; it does not, by itself, turn an old or deteriorated hotel into a luxury product.
HOTELS AND RESORTSWITH A CLEARVALUE-CREATION THESIS
We are not simply seeking an inventory of hotels. We are seeking assets with a clear value-creation thesis and owners prepared to work within a professional, long-term structure.
A STRUCTURE ALIGNEDWITH THE OWNER'SOBJECTIVES
IF YOU WANT TO RETAIN OWNERSHIP
A long-term lease may be considered while the hotel strategy is developed.
IF YOU WANT TO SELL AT A LATER STAGE
The purchase price may be established from the outset, with NEW LINE assuming the economic risk during the lease, repositioning and transformation period.
IF YOU WANT TO RETAIN AND ENHANCE VALUE
An international brand under an HMA may be considered, with the owner retaining the property and assuming the applicable repositioning requirements.
IF YOU WANT TO SHARE THE PROJECT
A Joint Venture with NEW LINE and/or capital partners may be considered, defining contributions, governance and distribution.
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.
Where appropriate, transition conditions may be structured progressively during the repositioning period, until the asset reaches its intended international market positioning.
The objective is to match the structure to the asset, the owner's objectives and the investment required to create long-term hospitality value.
THE QUALITY OF THEINITIAL INFORMATIONDETERMINES THE SPEED OF OUR EVALUATION
Name, location, number of keys, category, areas, operating status, photographs and video.
Revenue, EBITDA/GOP, Occupancy, ADR, RevPAR, Debt, Valuation/Expected Price and Rent Expectations.
Latest renovations, outstanding CAPEX, condition of rooms, common areas, F&B, systems and exteriors.
Owner, broker mandate, contracts, licences, current operator /brand and legal status.
Sale, lease, lease + purchase option, HMA, Joint Venture or another proposed structure.
Asset availability, negotiation timetable and due diligence conditions.
Preference: direct owner access or a clearly accredited mandate. Confidential and off-market opportunities are particularly valued.
FROM THE FIRSTOPPORTUNITYTO LONG-TERM VALUE
INITIAL OPPORTUNITY
A hotel owner or accredited advisor introduces a qualified hospitality asset with clear ownership and sufficient information for strategic review.
STRATEGIC EVALUATION
The asset is assessed against location, physical condition, market positioning, operating potential, repositioning requirements and international brand potential.
STRUCTURE
The appropriate long-term structure is determined — including lease, lease-to-own, HMA with an international brand or joint venture.
BRAND & OPERATOR
Where appropriate, NEW LINE identifies and integrates the international hospitality brand and operating partner aligned with the asset.
EXECUTION
The agreed structure moves into implementation, repositioning and long-term hospitality value creation.
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.
