Hospitality

Hotel and spa in Lugano

A hotel and spa business in Lugano, Ticino, established in 1979. Accommodation, wellness services and the operation of the property need to be considered together.

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Records. Responsibilities. Dependencies.01 / 03
Assessing the business model
Assessing the business modelAssess rooms, food and beverage, and spa operations separately. Review occupancy through the year, achieved room rates and distribution costs.COMPARISON / EVIDENCE LINKSAccommodation — Assess rooms, food and beverage, and spa operations separately. Review occupancy through the year, achieved room rates and distribution costs.01 / 01AccommodationSpa & hospitality — Assess rooms, food and beverage, and spa operations separately. Review occupancy through the year, achieved room rates and distribution costs.01 / 02Spa & hospitalityOccupancy & seasonality — Assess rooms, food and beverage, and spa operations separately. Review occupancy through the year, achieved room rates and distribution costs.01 / 03Occupancy & seasonalityStaffing & investment — Assess rooms, food and beverage, and spa operations separately. Review occupancy through the year, achieved room rates and distribution costs.01 / 04Staffing & investmentdistinguishactivityrequest evidencerequest evidence

Assess rooms, food and beverage, and spa operations separately. Review occupancy through the year, achieved room rates and distribution costs.

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Country
Switzerland
Region
Lugano / Ticino
Legal form
Swiss stock corporation (SA)
Founded
1979
Reported status
Active
Reported employees
54
Locations
1
Reported bank balance²
€980,000
Reported liabilities²
€4,850,000
Reported loss carryforward²
€0
Reported bank account
Yes
Reported clearance certificate
Yes
Reported domain
Yes
Reported website
Yes
Price information
On request

Assessing the business model

Assess rooms, food and beverage, and spa operations separately. Review occupancy through the year, achieved room rates and distribution costs. Location alone does not explain commercial performance; staffing, energy requirements and recurring investment all materially shape the operation and its capacity to generate sustainable earnings.

Questions for a handover

An acquisition would need clarity on which property and operating assets are included. Building condition, technical systems and potential refurbishment require separate review. Operator agreements, booking channels and the organisation of a handover while guests remain on site are equally important to assess in advance.

Records for the next stage

The profile reflects the information currently on file. Current figures and supporting records need to be checked during the enquiry and review. ¹ The revenue entry refers to three years without an annual breakdown. ² Balance-sheet and account figures do not specify a reference date.

Figures, ownership and legal circumstances require a separate due diligence process.

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