ALMAROCOLLECTIONSpain · Acquisition & restoration

The business plan

Start with one hotel.
Earn the right
to add the next.

Cortijo del Marqués is the proposed seed. Use it to establish the paid team, guest experience and reporting, while the other eight prospects move through diligence at their own pace.

Pool terrace with loungers looking over olive groves to the Granada mountains.
Cortijo del Marqués · existing operator photographThe seed case
01

Acquisition and diligence

Verified inventory, trading bridge, diligence issues and a price range tied to a funded scope.

Request monthly trading, booking pace, payroll, licences and title. Reconcile saleable units and the business perimeter, then negotiate the price against the works and operating case.

  • Resolve identity, lawful use and material technical issues before treating the acquisition model as underwritten.
02

Design and capital

Room schedule, priced works, contingency, opening programme and monthly cash requirement.

Survey structure and services, test the room layout and tender a complete renovation design. Coordinate bedrooms, shared spaces, landscape and back-of-house with permissions; reprice the earlier works allowance and opening programme before commitment.

  • Add holding costs and ramp losses explicitly; keep optional additions outside the core room case.
03

Paid operations

Annual and seasonal staffing plan, departmental margins and service standards.

Recruit a paid general manager and build the reception, housekeeping and maintenance roster. Cost meals, treatments and group service by booking volume and staff hours.

  • No unpaid owner labour or uncosted service expansion; validate both on-site pay and central support.
04

Distribution

Live room inventory, rate calendar, booking channels and a weekly pace report.

Sell the actual room types through a direct booking site and selected channels. Use clear photography, seasonal rate plans and enquiry follow-up; measure the net revenue each channel retains.

  • Judge channel changes on net contribution, cancellation and occupied nights, not gross booking value alone.
05

Stabilization

A complete seasonal trading record and an updated operating forecast.

Track ADR, calendar occupancy, payroll, utilities and cash after replacement reserve each month. Adjust service and rates to observed demand before funding the next acquisition.

  • Release further capital against verified operating performance; central platform costs must be budgeted beyond any services already covered by the 3% allowance.

A service model we can afford

Pay the team.
Cost the promises.

Small, paid teams

The new-five base cases allow 4–7.5 full-time staff equivalents per hotel at €33,000 loaded annual cost each. Validate seasonal rosters, local pay and manager coverage. The models do not fund a continuous night desk.

Food with a margin

Breakfast sits in the room inputs, except at accommodation-only La Tala. Dinner, treatments and groups need bookings and a contribution model. A full public restaurant requires its own staff and capital plan.

One support platform

The models already allow 3% of revenue for management and support and 10% of room sales for distribution. Specify which central services those fees buy, then budget anything additional.

Before we scale

Evidence that unlocks
the next decision.

Earlier screening timetable: 3–12 months of initial works after closing and 12–30 months of stabilization, depending on the property. The complete renovation concepts shown here require new cost plans, permissions, closure programmes and operating assumptions before any development timetable can be adopted.

Test the investment case