How do demand, occupancy, pricing, development, and operating assumptions shape the project?
Model profile
Resort Development
A resort development modelled down to the number a buyer will actually pay. Demand arrives by segment, each with its own length of stay, party size and spending habits, and the restaurant, the spa and the excursion desk sell to the share of guests who use them rather than to every guest every night. The accounts follow the lodging industry's own standard all the way past the management fee, the franchise, the tax bill and the furniture reserve, because that is what the next owner inherits and what the exit capitalisation rate is applied to.
Decision scope
Questions this model helps you examine
What capital programme, ramp-up, working capital, and financing structure are required?
How do valuation, downside cases, and timing changes affect investor returns?
Model capabilities
What this model includes
The profile below is generated from the same catalogue and workspace definitions used by the application.
- The exit capitalises net operating income, with the gross operating profit valuation published alongside it
- Market segments carrying their own length of stay, party size, rate index and distribution cost
- Ancillary departments priced on a capture rate rather than on every guest every night
- Seasonality by calendar month, with occupancy and rate set per season and per room type
- An opening ramp from a soft opening to stabilised occupancy
- USALI profit and loss: departmental income, undistributed expense, gross operating profit, fees, fixed charges, EBITDA and a funded FF&E reserve
- Cost-by-cost development drawdown with capitalised construction interest and an interest reserve
- Debt advanced against eligible cost with land funded by equity, tested on cover and debt yield
- Equity solved so the cash balance never breaches its operating buffer through the ramp
- A GP and LP waterfall with a preferred return and promote tiers
- Yearly increments on rate, occupancy, expenses and salaries that never reach the capital stack
- Tornado, named scenarios, goal seek, stress thresholds and a correlated Monte Carlo
Build the case
Inputs and workspaces
- AssumptionsInventory, seasonality, rates, operating cost and the development programme
- DemandMarket segments, the opening ramp, food and beverage and the ancillary departments
- FinancingThe construction facility, covenants, reserves and the equity waterfall
- AnalyticsSensitivity, scenarios, goal seek, stress thresholds and the Monte Carlo
Review the result
Outputs and analysis
- Project net present valueAt the project discount rate
- Project IRRUnlevered, to the exit
- Equity IRRLevered, to the exit
- Limited partner IRRAfter the promote
- General partner IRRIncluding the promote
- Net operating incomeStabilised, after the FF&E reserve
- Gross operating profit marginStabilised
- Exit valueNet of selling cost
- 10 additional metrics in the workspace
- Financial statementsDetailed schedules
- Demand, development, covenants & returnsDetailed schedules
Designed for review
Who this model is for
- Developers and sponsors
- Hospitality and property operators
- Financial advisers
- Investors and lenders
Governed evidence
The review trail stays with the result.
Each completed calculation preserves the model version, saved inputs, reporting-currency snapshot, immutable run, and result fingerprint used for its reports.
- Version-controlled calculation logic
- Saved assumptions and scenarios
- Immutable calculation runs
- Reporting context preserved in exports
Ready to explore the case?