Selling a Hotels & Lodging business

Across real buyer-seller calls, hotel deals move faster when the seller can walk through occupancy, ADR, and RevPAR, explain what it costs to acquire a booking (brand fees and OTA commissions), and show the next 12–24 months of capex without surprises. Buyers underwrite demand, reputation, and how much work the building needs because the building is the product.

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What's your hotels & lodging business worth?

What buyers evaluate, and how to prepare

How does the property perform on the scoreboard: occupancy, ADR, and RevPAR—and how do you compare to the comp set?

Deal-critical

STR Metrics

What buyers determine

Buyers want to see performance that holds up month-to-month and makes sense for your market, not a spike caused by discounting or a one-time event. They also look at comp-set position (often via RGI) to judge whether there’s real upside or a structural problem they’ll inherit after close.

How to prepare

Assemble 24–36 months of monthly occupancy, ADR, and RevPAR with notes on anomalies (renovations, storms, rooms out of order)
Break out weekday vs. weekend and segment by major demand sources when available (transient, group, negotiated corporate)
Include STR reports if you have them, or document your comp set and how you track pricing and share without STR

Great answer

We have 36 months of monthly occupancy, ADR, and RevPAR, plus weekday/weekend splits. RevPAR is up 7% YoY mainly from ADR (up $9), while occupancy is flat; we pulled back on low-rate OTA inventory on soft weekends and held rate. STR shows 108 RGI over the last 12 months, and the lift is mostly weekday corporate plus improving review scores after the room refresh.

Good answer

We can share monthly occupancy and ADR for the last couple of years and explain the biggest swings. We don’t subscribe to STR, but we track comp-set rates and can walk you through our pricing approach.

Red flag

The P&L shows record revenue, so we’re doing great. I don’t really track RevPAR or the comp set because hotels are seasonal.

How Rejigg helps:Rejigg helps you organize monthly hotel KPIs in a buyer-ready data room so early calls stay grounded in occupancy, ADR, and RevPAR.

Where do your bookings really come from—brand, OTAs, direct, and groups—and what does each channel cost you?

Deal-critical

Channel Mix

What buyers determine

Buyers are measuring how dependent you are on expensive channels and how exposed you’ll be if demand softens. They also want to see rate discipline and a credible plan to grow direct or negotiated demand because a few points of channel shift can move NOI materially.

How to prepare

Produce channel mix by month (brand.com, direct web/calls, OTA, negotiated corporate, group, walk-in)
Document channel costs: OTA commissions and programs, brand/loyalty/reservation system fees, marketing fees
List the specific tactics you use to influence mix (parity audits, direct offers, front desk capture of repeat guests)

Great answer

Over the last 12 months, room nights are 34% brand, 28% OTA, 22% direct, 12% negotiated corporate, and 4% group. OTA effective cost averages 17.5% including preferred programs; brand fees run 12.8% all-in across royalty, marketing, and reservations. We reduced OTA share by 6 points YoY by tightening parity, cleaning up our direct booking path, and training the desk team to convert repeat guests to direct.

Good answer

We can pull channel reports from the PMS and show the mix. We haven’t fully loaded all channel costs, but we can show commissions and talk through what we do to drive direct.

Red flag

Bookings come from everywhere. I don’t know the mix by month, and we don’t really track what commissions do to margin.

How Rejigg helps:Rejigg lets you share channel mix and fee detail early so buyers underwrite distribution economics up front instead of re-trading later.

What condition is the building in, what will break next, and is there a PIP or brand-required work hanging over the property?

Deal-critical

Capex & PIP

What buyers determine

In hotels, deferred maintenance usually turns into a price reduction or an escrow because repairs can take rooms out of service. Buyers underwrite what needs attention in the next 12–24 months (roof, HVAC, bathrooms, life safety, parking), plus any brand PIP that could hit cash flow or lender comfort.

How to prepare

Create a capex timeline showing what was done and when (rooms, soft goods, bathrooms, exterior, major systems)
List upcoming needs with timing and cost ranges (roof, PTACs, fire panel, lot, elevators, pool)
If franchised, summarize PIP status, QA history, deadlines, and any bids you already have
Document FF&E reserve balance and how you fund and spend it

Great answer

We keep a capex log for the last six years, with invoices, and we can walk you through the next items. The roof was replaced in 2021, PTACs are on a rolling plan (30% replaced in 2024), and guestrooms were refreshed in 2022. The brand PIP is about 70% complete; remaining items are corridor carpet and exterior paint, with bids in hand and a 10-month deadline after transfer. The FF&E reserve is $180k today, and we budget $1,500 per room per year.

Good answer

We can cover the big projects we’ve done and what we think is coming next. We don’t have a formal schedule, but we can pull invoices and walk the property with you.

Red flag

Everything’s in good shape. I’m not sure how old the roof or HVAC is, and we’ll figure out the PIP after you buy it.

How Rejigg helps:Rejigg keeps capex logs, bids, inspections, and PIP paperwork in one place so condition gets underwritten early and surprises are less likely.

Are you selling a flagged hotel or an independent, and what obligations come with that—transfer rules, fees, term, and approval?

Deal-critical

Flag & Franchise

What buyers determine

Buyers are pricing the brand’s real economics: royalties, marketing, reservations, required vendors, and any compliance history that could trigger extra work. They also need to know whether the flag transfers smoothly, how long approval takes, and whether a transfer could reopen a PIP discussion.

How to prepare

Summarize franchise terms: remaining term, fee stack, required systems, and any audit or QA history
Confirm the transfer steps, expected timeline, and buyer qualification requirements
If independent, document how you drive demand without a brand engine and how you manage reviews and reputation

Great answer

It’s flagged with eight years left on the term. Brand fees run about 12–13% of rooms revenue, including reservations and marketing, and transfer/training fees are $40,000 plus approval. We have the last two QA reports, current brand tech requirements, and a clear list of PIP items completed in 2022 versus what remains.

Good answer

We’re franchised, and the flag should transfer, but we need to confirm exact fees and the approval timeline. We can share the agreement and connect you with the brand rep.

Red flag

The brand terms are standard. I don’t have the agreement handy, and we’ll deal with transfer details after we agree on price.

How Rejigg helps:Rejigg helps you share franchise terms and transfer requirements early so only buyers who can clear approval and the fee stack stay in the process.

Can you walk me from the P&L to what actually hits the bank—especially with OTA payouts, brand fees, deposits, and chargebacks?

Deal-critical

Clean Financials

What buyers determine

Buyers and lenders want financials they can trust, plus an explanation of hotel cash timing. OTA remittances, merchant processing, deposits, and chargebacks can make a strong P&L look confusing if bank activity does not tie out cleanly, and that slows financing and invites retrades.

How to prepare

Produce three years of P&Ls plus a trailing 12 months, using a consistent chart of accounts
Reconcile bank statements to the financials and clearly label owner add-backs with support
Summarize cash flow mechanics: merchant processor, OTA payout model, deposits, refunds, and chargebacks
Build a diligence folder with tax returns, payroll reports, and key vendor statements

Great answer

We can share three years of financials and a T12, tied to bank statements. Most OTAs are a merchant model, so payouts hit net of commission, and we have a monthly schedule that ties OTA remits back to rooms revenue. Chargebacks average 0.25% of card volume, and we track the reasons. Add-backs are itemized with receipts (owner travel, one-time legal, and a non-recurring roof insurance deductible).

Good answer

We have P&Ls and tax returns and can explain the major line items. We haven’t built a full cash bridge, but we can pull merchant and OTA statements as needed.

Red flag

The accountant handles it. I’m not sure how OTA payouts work or why the bank balance doesn’t match the P&L month to month.

How Rejigg helps:Rejigg helps you assemble lender-ready financials and backup schedules in a secure data room, including OTA and merchant statements and add-back support.

Who actually runs the hotel day-to-day—GM strength, department leads, turnover—and what happens when someone quits on a Friday?

Important

People & Coverage

What buyers determine

Buyers are looking for a team that can keep service and controls steady through an ownership change. A capable GM, clear department ownership, and realistic coverage plans reduce transition risk, which often matters as much as the trailing numbers.

How to prepare

Map an org chart by department and season, including who owns scheduling, training, and escalation
Track turnover and wage changes, plus local constraints like housing or transportation
Clarify what’s in-house vs. outsourced (housekeeping, laundry) and provide contracts if outsourced

Great answer

Our GM has been here five years and owns staffing, guest escalation, and owner reporting. Housekeeping and maintenance leads run weekly checklists and scorecards; turnover last year was 35% front desk and 45% housekeeping, and wages are up about 15% since 2022. We cross-train for night audit coverage, and we keep a call list for Friday night gaps. Housekeeping is in-house; laundry is outsourced on a 12-month agreement with pricing and service levels documented.

Good answer

We have a reliable GM and a stable core team, and we can explain who does what. Processes aren’t fully documented, but coverage is usually solid.

Red flag

I’m basically the GM. If someone calls out, I cover it, and we figure it out.

How Rejigg helps:Rejigg helps you document roles, vendors, and escalation paths so buyers can see how the hotel runs without the owner filling gaps.

What fills rooms on a random Tuesday in February—and what demand would you lose if conditions change?

Important

Demand Drivers

What buyers determine

Buyers separate durable base demand from temporary spikes like a construction project, a one-time displacement event, or a short-lived contract. They use this to underwrite off-season occupancy and to gauge how exposed the hotel is to local employer changes, new supply, or shifts in travel patterns.

How to prepare

List top demand generators and quantify impact where you can (weekday lift, shoulder season contribution)
Build a simple event and market calendar, including known changes like new hotels, major projects, or closures
Document your off-season plan (extended stay, crew accounts, small groups) and the results

Great answer

Base demand is hospital-related and plant crew business, and weekdays run 10–15 points higher during plant turnaround season. We track city and venue calendars and can show which annual events create compression weekends versus which months are consistently soft. Highway construction ends in Q3, so we’re already working two new negotiated accounts to protect midweek occupancy after that demand fades.

Good answer

We can explain the main drivers like the university and local events, and which months are typically strong. We don’t keep a formal calendar, but we know the patterns.

Red flag

It’s seasonal. Some months are good and some aren’t, and nothing really drives it.

How Rejigg helps:Rejigg helps you package demand drivers and market risks next to performance data so buyers can underwrite the story behind the numbers.

Are there major negotiated accounts, crew business, or group contracts that could disappear—and what’s contracted versus ‘handshake’?

Important

Accounts & Groups

What buyers determine

Hotels can have demand concentration even when no single “customer” dominates revenue. Buyers want to know how transferable the business is, how far forward group dates are booked, and whether key accounts are tied to the owner or to a GM or sales process that will survive a transition.

How to prepare

Create a top-accounts list with contacts, written terms (or lack of them), billing setup, and typical monthly room nights
Provide a forward group and events calendar with booking windows and pickup patterns
Flag owner-dependent relationships and plan introductions and a handoff timeline

Great answer

Our top five negotiated accounts are 18% of room nights. Two have written rate agreements that renew annually; three are informal, but they’re managed by our sales manager, not me. Groups typically book 3–6 months out, and we can show the forward calendar plus historical pickup and wash. Two crew accounts bill net-30, and our block and cancellation practices are documented.

Good answer

We have several solid corporate accounts and groups that come back every year. We can pull their history from the PMS and introduce you to the main contacts.

Red flag

Our corporate accounts love us. Nothing is written down, but I’m sure they’ll keep booking after the sale.

How Rejigg helps:Rejigg lets you share account and calendar data after NDA so buyers can quantify concentration risk without broadly circulating sensitive contacts.

How will you hand off the operation—keys, vendor accounts, brand relationships, systems/logins, and local know-how?

Good to have

Transfer Package

What buyers determine

Buyers want to take control quickly without breaking basics like cash handling, night audit, purchasing, and guest recovery. They also want confidence that systems access, admin permissions, and vendor accounts will transfer cleanly because those can derail the first week post-close.

How to prepare

List all critical systems with admin owners and transfer steps (PMS, channel manager, RMS, POS, accounting)
Compile a vendor list with contracts, renewal dates, and who to call for emergencies
Draft a 30/60/90-day support plan plus a simple “normal day vs crisis” playbook

Great answer

We have a written handoff plan covering admin logins, permissions, and transfer steps for the PMS, channel manager, and merchant accounts. We’ll do introductions with the GM, maintenance lead, and key vendors in week one, and provide 30 days on-site support plus 60 days on call. We’ve also documented the weekly rhythm: night audit close, rate-setting routine, ordering cadence, and how guest escalations get handled.

Good answer

We’ll help after close and introduce you to key staff and vendors. We can pull logins and contracts together during diligence.

Red flag

We’ll hand you the keys, and you can figure it out. The passwords are with the front desk manager somewhere.

How Rejigg helps:Rejigg’s workflow and checklists track systems, vendors, and brand handoffs so closing week does not turn into a scramble.

Straight from buyer evaluations

“Over five million in revenue was locked into multi-year contracts with properties, and the per-site margins were exceptional. This was exactly the kind of hospitality business I'd been searching for.”

Repeat RevenueBuyer evaluating a lodging services company with strong contracts

“Just three employees running a national operation with remote monitoring and a trained network of contractors handling installs coast to coast. The business was incredibly efficient, and it showed the model could keep growing without adding a lot of overhead.”

Lean OperationsBuyer impressed by lean operations at a hospitality technology company

“The seasonal balance is what got my attention. Wine revenue peaks late summer through fall, olive oil picks up right after, and the membership club sends bottles year-round. There's almost no slow month.”

Year-Round RevenueBuyer analyzing a hospitality venue with multiple revenue streams

“Over 40,000 properties paying a monthly fee with very high margins and long-term contracts. The cash flow was strong enough to comfortably cover any financing I'd need. That's what sealed it for me.”

Strong Cash FlowBuyer looking at cash flow strength of a lodging technology provider

“The membership program had over 1,300 members, and most of them had actually visited the property in person. That kind of personal connection means repeat bookings and steady revenue without spending a fortune on marketing.”

Guest LoyaltyBuyer evaluating a hospitality venue with a membership program

How buyers value this type of business

Where you land in that range comes down to how much of your revenue is locked in through contracts or memberships versus depending on occupancy, and whether the business runs without you being there every day.

2.5x–8x

annual profit

Depending on contracts, team, and how much runs without you on-site

What drives a premium

Revenue that comes in whether rooms are full or not
Membership fees, event bookings, and service contracts that don't depend on guest counts give buyers confidence in steady cash flow.
Contracts with properties that renew automatically
Multi-year agreements with documented renewal history show buyers that revenue will keep flowing after the sale.
A manager who handles the day-to-day
A GM or operations manager who deals with guests, staff, and vendors without you being on-site makes the business much easier to take over.
Service across multiple locations
A proven model that works across different properties with trained teams shows buyers the business can keep growing.

Common add-backs

Your salary above what you'd pay a general managerPersonal travel and meals run through the businessFamily members on payroll who won't continue after the saleOne-time renovation or improvement costs treated as regular expenses

What the process looks like

5–8 months from listing to closemedian 201 days across closed deals

1
Listing
The day your business goes live on Rejigg.
2
First messageMedian: 4 days later
A buyer requests a conversation by sending a first pitch.
3
First callMedian: 7 days later
Your first completed call with a buyer to answer questions about your business.
4
Letter of intentMedian: 59 days later
A buyer submits an LOI and you choose to accept, decline, or negotiate.
5
Deal closeMedian: 89 days later
Assuming all is well in due diligence, you close the deal.

See the data behind this timeline in the 2026 Insight Report

Typical buyer types

Experienced hotel operators looking to add properties in new marketsCompanies building a portfolio of boutique or independent hospitality propertiesFirst-time buyers with management experience who are drawn to the hospitality industryOperators from related fields like property management, event venues, or restaurants

Common questions about selling a Hotels & Lodging business

What is a hotel or motel typically worth?

Hotels usually price off a blend of cash flow and real estate. Buyers look at EBITDA or NOI, then sanity-check it with cap rates, recent local sales, and what it would cost to replace the asset. Value moves most with RevPAR versus the comp set, distribution costs (brand fees and OTA commissions), and near-term capex or PIP exposure. For a starting point, use Rejigg’s <a href="/valuation" style="color: #1d4d05; font-weight: 600;">free valuation calculator</a>, then compare it to nearby hotel trades and your next 12–24 months of capital needs.

How do buyers value a hotel when the real estate is included?

When the real estate is part of the deal, buyers underwrite the hotel as an operating business and as a physical asset. They model NOI/EBITDA based on occupancy, ADR, and distribution costs, then layer in building condition and remaining useful life for roofs, HVAC/PTACs, guestroom finishes, and life-safety systems. If major items are near end of life, price often drops or an escrow gets added. A clean capex history, bids, and inspections packaged like a <a href="/owners/owners-guide/due-diligence-and-closing" style="color: #1d4d05; font-weight: 600;">due diligence checklist</a> helps avoid late-stage renegotiation.

Can a buyer use an SBA loan to buy a hotel?

Sometimes. SBA loans can work for smaller hotels, but lenders tend to scrutinize condition, management depth, and cash flow stability more than they would for many other businesses. If the hotel is franchised, expect questions about the fee stack, transfer approval, and any PIP obligations. Experience in hospitality can also matter, depending on the lender and market. Run scenarios with Rejigg’s <a href="/sba-calculator" style="color: #1d4d05; font-weight: 600;">SBA loan calculator</a>, then be ready with reconciled financials, a capex plan, and a realistic transition plan.

How long does it take to sell a hotel?

Most hotel sales take months, not weeks. Time goes to site visits, inspections (including life safety and major systems), lender underwriting if financed, and brand transfer approval for flagged properties. The process often slows down when a seller has to recreate monthly KPIs, capex history, or franchise documents midstream. Deals move faster when you can share 24–36 months of metrics, a clear capex or PIP plan, and organized diligence files in a secure data room. Rejigg supports buyer vetting, NDAs, and document sharing in one workflow.

Do I need a broker to sell my hotel?

No. A broker can help with pricing, buyer outreach, and managing diligence, but fees are often 5–10%, and the value depends on the asset and the broker’s hotel reach in your market. Many owners run a strong process themselves if they can market confidentially, qualify buyers, and stay organized through diligence. Rejigg is free for sellers and includes pre-vetted buyers, digital NDAs, a secure data room, messaging, and offer tracking. Start with the <a href="/owners/owners-guide/find-your-dream-buyer" style="color: #1d4d05; font-weight: 600;">finding buyers guide</a> and decide what you want to outsource.

Should I sell the hotel business without selling the real estate?

You can, but it changes the buyer pool and the underwriting. Many hotel buyers prefer owning the real estate so they control capex timing, brand standards, and long-term repositioning. If you keep the property, the lease has to fit hotels, including who funds replacements, how FF&E reserves work, and who pays for big-ticket items like roofs and HVAC. A weak lease structure usually pushes price down. In Rejigg, you can present either structure clearly and share lease terms through the data room after NDA.

What are common deal structures for hotel sales?

Common structures include an asset sale of the operating business plus the real estate, a real estate sale with an assumed franchise, or an operations sale paired with a new lease. Terms often include working capital targets, repair escrows for known issues, and sometimes seller financing when lenders require more equity or when capex needs are heavy. It helps to compare offers on total proceeds and risk, not just price. Rejigg’s deal tracking lets you line up purchase price, contingencies, escrows, financing, and timelines side-by-side.

What documents will I need for hotel due diligence?

Expect requests for three years of financials and tax returns, a trailing 12 months, payroll reports, OTA statements, merchant processing statements, and details on deposits and chargebacks. If you’re franchised, buyers will want the franchise agreement, PIP status, and QA or inspection reports. On the asset side, they’ll ask for capex logs, invoices, vendor contracts, and permits and inspections (fire and life safety, elevator, pool, health department, food service). A secure data room keeps this manageable. Rejigg’s data room lets you control access so only NDA-signed buyers see sensitive files.

How do working capital and deposits work in a hotel sale?

Hotels have lumpy cash needs. Payroll, linen and supply orders, OTA payout schedules, and group deposits can create timing gaps even in profitable months. Buyers often negotiate a working capital target at closing, plus specific rules for advance deposits and prepaid reservations, especially when cancellation terms vary by channel or group. It helps to show how deposits are recorded in the PMS and how you recognize revenue. Rejigg’s diligence workflow helps you flag working capital and deposit treatment early and carry it into the LOI and purchase agreement.

How are furniture, fixtures, and equipment (FF&E) treated in a hotel transaction?

FF&E is usually included in an asset sale, but buyers will separate what you own from what you lease. Laundry equipment, TVs, POS terminals, key systems, and even some kitchen equipment can be leased or financed, and buyers will look for liens or payoff requirements. They also focus on the “effective age” of guestrooms since mattresses, casegoods, flooring, and bathroom condition drive near-term capex. An FF&E inventory plus recent invoices and lease schedules speeds diligence. Rejigg’s data room makes it easy to share inventories and leases after NDA.

What’s the difference between selling a flagged hotel and an independent hotel?

A flagged hotel can bring reservation engine demand and loyalty members, but the buyer underwrites the full fee stack, brand standards, and transfer approval. Many flags also come with vendor requirements and the risk of PIP work at transfer. An independent hotel avoids those fees, but the seller needs to show how demand is generated through direct bookings, reviews, local accounts, and marketing. Both can sell well, but they attract different buyer profiles. Rejigg helps you present flag status, fees, and supporting documents consistently so buyers are underwriting the same facts.

What is an earnout, and is it common in hotel deals?

Earnouts are less common in stabilized hotel sales because performance can swing with market cycles, weather, new supply, and capex timing. They do show up when a seller claims a clear, near-term upside, like an ADR lift after a renovation or a new account ramping. If you use an earnout, tie it to measurable metrics (RevPAR index, EBITDA) and define the accounting rules and capex assumptions. Rejigg’s offer comparison tools help you model whether the earnout is achievable or just shifting risk back to you.

What contingencies do buyers usually include when buying a hotel?

Most buyers include property condition contingencies (roof, HVAC/PTACs, rooms, life safety), plus title, survey, and environmental review when real estate is included. Flagged hotels typically add franchise transfer approval and confirmation of any PIP obligations. Financing contingencies are common for leveraged buyers, and hotels also see contingencies tied to out-of-order rooms or repair escrows for known defects. The practical question is which contingencies are reasonable for your asset and market. Rejigg’s deal tracking keeps contingencies explicit so you can compare certainty to close across offers.

How do taxes work when selling a hotel (asset sale vs stock/entity sale)?

Taxes depend on deal structure and how the purchase price gets allocated across real estate, FF&E, and goodwill. Real estate can trigger depreciation recapture and transfer taxes, and FF&E allocations can shift income between ordinary and capital gains treatment. The best structure depends on your entity, basis, and state rules, so it’s worth using a CPA who knows hospitality and real estate allocations. Rejigg helps you keep LOIs, drafts, and allocation proposals organized so your advisor can review quickly during negotiation. See the <a href="/owners/owners-guide/negotiate-a-deal" style="color: #1d4d05; font-weight: 600;">deal negotiation guide</a>.

What transition timeline do hotel buyers expect after closing?

Many buyers ask for 2–6 weeks of seller support, especially around PMS and channel manager access, merchant processing, vendor ordering, and the weekly operating cadence. If the owner sets rates, handles chargebacks, or manages key accounts personally, buyers may ask for longer consulting or a structured handoff to the GM or revenue manager. Put the support scope in writing so expectations are clear. Rejigg’s checklists help you map systems, contacts, and routines into a handoff plan. See the <a href="/owners/owners-guide/transitioning-after-the-sale" style="color: #1d4d05; font-weight: 600;">transition planning guide</a>.

How do I protect confidentiality when selling a hotel (staff, guests, competitors)?

Confidentiality can affect staffing, vendor relationships, and guest perception, so most sellers stage disclosure. Owners often market anonymously at first, then share location, brand, and detailed financials only after a buyer is qualified and has signed an NDA. Sensitive items like payroll detail, franchise documents, and vendor pricing usually come later in diligence. Rejigg supports this with pre-vetted buyers, digital NDAs, and a permissioned data room where you control who sees each folder. That helps you avoid rumors while still running a real process.

What are common red flags that cause hotel deals to fall apart?

Deals usually break when diligence surfaces surprises that change the economics. Common issues include deferred maintenance discovered in inspections, unclear PIP scope or brand transfer friction, performance that trails the comp set with no clear explanation, recurring negative review themes that have not been addressed, and financials that do not reconcile to cash because of OTA remittances, deposits, or chargebacks. Buyers can price risks when they’re visible early. Rejigg’s <a href="/owners/owners-guide/prepare-to-sell-your-business" style="color: #1d4d05; font-weight: 600;">prepare-to-sell guide</a> and data room help you surface those items sooner and reduce late-stage retrades.

How do I sell my hotels and lodging business?

Start by separating your business income from any real estate value, and put together a simple monthly breakdown of where revenue comes from: rooms, food and drink, events, memberships, and extras. List on <a href="/" style="color: #1d4d05; font-weight: 600;">Rejigg</a> where buyers are actively looking for hospitality businesses. You'll talk to buyers directly and compare offers without a broker.

What is my hotels and lodging business worth?

Most hotels and lodging businesses sell for 2.5 to 8 times annual profit. A "multiple" just means the number your yearly earnings get multiplied by to estimate a sale price. Where you land depends on how much income comes in regardless of occupancy, how well-documented your seasonal patterns are, and whether the business runs without you on-site. Try <a href="/" style="color: #1d4d05; font-weight: 600;">Rejigg</a>'s <a href="/valuation" style="color: #1d4d05; font-weight: 600;">free valuation calculator</a> for a starting estimate.

How long does it take to sell a hotels and lodging business?

Do I need a broker to sell my hotels and lodging business?

No. Brokers typically charge 5 to 10 percent of the sale price. <a href="/" style="color: #1d4d05; font-weight: 600;">Rejigg</a> gives you buyer vetting, secure document sharing, and direct messaging so you can handle the process yourself. <a href="/owners/schedule-consultation-call" style="color: #1d4d05; font-weight: 600;">Schedule a free consultation</a> to see how it works. No commitment, no percentage.

What do buyers look for in a hotels and lodging business?

How does seasonality affect the sale of a hotels and lodging business?

Does real estate transfer when I sell my hotel or lodge?

That's up to you. Some sellers include the property, others keep it and offer a long-term lease. Buyers usually want to know your preference upfront because it changes how they think about financing. If you own the building, get a sense of what comparable rent would be so buyers can evaluate either option. <a href="/owners/schedule-consultation-call" style="color: #1d4d05; font-weight: 600;">Talk to Rejigg</a> about which structure fits your goals.

What recurring revenue counts when valuing a hospitality business?

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