This strategic asset advisory case study considers how a highest-and-best-use assessment can test whether an existing hospitality use remains the right route to value.
The Strategic Challenge
The existing hospitality use exposed the asset to a relatively narrow specialist buyer market. The assessment considered whether alternative uses might improve investor demand, development viability and exit flexibility.
Six Business Models Assessed
Hospitality-led
- Conventional upscale hotel
- Branded aparthotel
- Private members' club
Alternative uses
- Premium for-sale residential
- Residential-led mixed-use
- Purpose-built student accommodation
Our Strategic Approach
Each route was assessed as part of a highest-and-best-use analysis, rather than being assumed from the existing hotel operation.
Indicative value potential
Planning and heritage feasibility
Buyer and investor demand
Exit liquidity and execution risk
Strategic Findings
The assessment identified residential-led alternatives as potentially more attractive in terms of buyer depth, exit flexibility and indicative completed value.
A heritage-sensitive residential-led mixed-use concept emerged as the preferred strategic direction, subject to further planning, conservation and financial assessment.
Independent strategic assessment can identify alternative commercial opportunities, challenge assumptions and establish a more appropriate route to value creation.
Download the Anonymised Case Study (PDF)Important Disclosure
This case study is an anonymised summary of an independent, indicative strategic assessment. It does not represent an owner-commissioned mandate, planning approval, completed redevelopment, transaction or realised valuation uplift. Findings are illustrative and subject to further due diligence. This is not a formal RICS Red Book valuation.