A hotel does not compete with every hotel in its metro. It competes with a cohort — a chain scale, a service type, a room-count band. Select that cohort and the market it sits in, confirm what data we hold, and receive a structured market risk report written to it.
A hotel market risk report is commissioned work, prepared by an analyst, and coverage for that market is confirmed with you before it is scoped. You are emailed a written confirmation when the request is opened, and an analyst comes back to you within one business day to agree the scope, the price and a delivery date. Nothing is charged until that is agreed, and the finished report arrives as a personal download link rather than an attachment.
An upper-midscale select-service property with 110 keys and a luxury full-service property with 400 keys can sit two blocks apart and share almost no demand. A market report that averages them together tells you very little about either. This report is written to the cohort you select, so the supply, pipeline and demand it describes are the ones that actually bear on your asset.
Leave any dimension set to “All” to cover the whole market for that measure. You will notice there is no lease-structure option here: a hotel’s revenue is nightly, not leased, and offering NNN or gross cohorts would imply an analysis this report does not perform.
Choose the market before you choose anything else. If we do not hold enough hotel data for it, we will say so here rather than after you have paid.
Properties in the selected cohort and market, with the inventory they represent.
Rooms under construction and proposed that will compete with the cohort, and what that implies for absorption.
The employment, visitation and institutional base generating lodging demand in that specific market.
The shape of the demand year in that market, and the exposure a property in this cohort carries to it.
The market-level factors bearing on operating performance for the cohort, identified rather than scored anonymously.
What the report draws on, when it was current, and precisely what it does not cover.
The cards above say what the report examines. This is the document you receive: a fixed four-part structure, in the same order in every market, with sources, observation dates and limitations printed on the face of it. Sections that depend on a series we do not hold for your market are reported as gaps rather than estimated — which is why coverage is confirmed with you before an order is taken.
Report identity and contents, an executive summary quoting the rating in full, definitions of every term used, the source register — each dataset with its publisher, observation date, grade and the pages it is applied to — the risk-rating rubric and its bands, and the market-area definition with maps.
Twenty numbered parts in the same order in every report, listed below, running from the national economy down to the hotel cohort in your market and out through probabilistic testing to a stated outlook.
Each chain-scale and service-type tier inside the cohort you select is carried separately, as far as the evidence for that tier allows — profile and metrics, then a market-level pro forma with its simulated distribution and a rating conclusion, then equity returns by hold period and loan-to-value where the tier can carry conventional leverage. Where it cannot, the report says so and sets out the staged alternative rather than forcing a return.
Purchase-and-disposition strategies evaluated by hold period, exit assumption and return with a stress floor; conclusions and recommendations that each trace to a numbered core page; and an appendix restating the risk rating in full with the conditions under which it would change.
The method behind parts 11 to 18 is published in full: how a report is built and how we score market risk.
If you are financing a hotel — SBA 7(a) or 504, USDA B&I or OneRD, or conventional — your lender will almost certainly require a feasibility study, an appraisal, or both. Those are commissioned engagements with a defined scope, and this report does not substitute for either. It is a useful input to them, and a fast answer when you are still deciding whether to proceed. See our feasibility study and appraisal services, or call +1 310-857-2443 ext. 800.
Every report is prepared by an analyst, and every one is commissioned: our reports desk agrees the scope, the price and a delivery date with you before any work starts. Hotel and manufacturing markets are covered by our Market Risk Intelligence reports; the remaining classes are written to your brief as market reports, or taken as a special order.
We accept all major credit cards. Payment is taken by telephone: call +1 310-857-2443 ext. 800 and a member of the reports desk will take your card.
For your security we never ask for card details by email or through this website. So that you are not left waiting on a call, the order form asks for your time zone and the best time to call, and the desk rings you in that window where we can, or writes to agree another time. Nothing is charged until we have confirmed the scope and the price with you.
Legal disclosure. Wert-Berater, Inc. offices are mailing addresses only. Following the COVID-19 pandemic the firm has elected to work remotely; its office locations receive mail and are not staffed for visitors or in-person meetings. Headquarters mailing address: 1968 South Coast Hwy, Ste 2382, Laguna Beach, CA 92651.
Wert-Berater, Inc. is an independent provider of feasibility studies and other related services. The firm does not provide financing or equity investment advice, and does not arrange, broker, or place debt or equity capital of any kind.
All appraisal assignments are performed by Bruce E. Jones, MAI, ASA-GC, BCA, CMEA, a member of the Appraisal Institute since 2006, a staff member of Wert-Berater, Inc. and owner of Special Purpose Realty Valuation.