The starting point: acquisition by share deal
The new operator acquired a hotel portfolio by buying the existing operating companies (GmbHs) as a share deal — that is, the companies themselves, not just individual assets. Many tax advisors caution against share deals, because they also mean taking on possible hidden risks: back-payments, undisclosed liabilities or other surprises that only surface later.
The safeguard: cushioning risk through structure
Together with the operator we worked out a structure that minimises exactly this risk: the settlement payment (Abstandszahlung) is spread over several years. Should unexpected costs arise after the takeover — for example from matters not previously disclosed — they can be offset against the instalments still outstanding. This gives the operator a buffer, the ability to deduct if needed, and lets him take on the portfolio without bearing the full risk all at once.
Repositioning: technology and automation
The operator then repositioned the properties. Through AI systems, digitalisation and automation, processes were streamlined and costs reduced — many services previously outsourced are now handled in-house. Added to this were well-considered staffing concepts: one manager runs several nearby properties at once and lives permanently on site to be available at any time; AI-assisted telephone solutions handle the night shift. In addition, new technologies were introduced for the operation that, for competitive reasons, are not described publicly.
The real lever: service, breakfast, cleanliness
For all the technology, the decisive lever lay elsewhere: the operator deliberately put personal guest service back at the centre — after previously focusing almost entirely on digitalisation and automation. Because at many locations it is precisely the combination of both that counts: automate sensibly and, at the same time, offer genuine, personal service, attending to guests' wishes. Particular value is placed on a breakfast with a large, high-quality selection and on impeccable room cleanliness. That is exactly what stays in guests' minds — and brings them back.
Why it works
Many operators underestimate breakfast and cleanliness. Yet it is often precisely these points that decide repeat visits and recommendations — more than any single technical innovation. The combination of a lean, partly automated operation with noticeably personal service makes the properties both efficient and well-liked.
What transfers
Two things transfer: first, the risk of a share deal can be cushioned considerably with the right structure — for example a settlement payment spread over time. Second, technology does not replace personal service but complements it. Whoever combines the two while looking after the essentials — breakfast, cleanliness, real attention — repositions a portfolio sustainably.