Why do hotel projects that impressed every investor in the pitch meeting still end up losing money two or three years after opening? Usually because nobody tested the assumptions honestly before construction started. The Evaluating Hotel Investments: Feasibility and Business Planning Training Course, delivered by the Arab British Fellowship Training Academy, trains professionals to answer that question properly — before capital is committed, not after.

The course treats feasibility work and business planning as one connected process rather than two separate paperwork exercises. Participants build the skills to read a hospitality market objectively, stress-test demand and competition assumptions, translate findings into financial plans that survive investor and lender scrutiny, and catch red flags early enough to still change course. By the end, participants can judge a hotel concept on commercial merit rather than enthusiasm alone.

By the end of this course, participants will be able to:

• Read a hotel concept's real viability, separate from investor enthusiasm and brand ambition
• Assess hospitality investment opportunities using rigorous, early-stage financial and market analysis
• Conduct market analysis that honestly evaluates demand, competition and positioning
• Identify red flags and stress-test assumptions before they become expensive mistakes
• Apply financial planning techniques to build business plans that survive investor and lender scrutiny
• Structure feasibility studies and business plans that meet institutional funding requirements
• Communicate feasibility conclusions and recommendations clearly to investors and stakeholders

Target Audience

• Hotel developers and feasibility study analysts
• Hospitality investment and business planning professionals
• Real estate professionals evaluating hospitality development opportunities
• Owners and investors assessing new hotel project viability
• Consultants supporting hotel feasibility and business planning
• Professionals preparing for leadership roles in hotel development

• Why Feasibility Must Come Before Capital
  • Why feasibility must precede significant capital commitment
  • What separates a genuine feasibility study from a rubber-stamp exercise
• Reading Hospitality Investment Opportunities
  • Assessing hospitality investment opportunities through rigorous early analysis
  • Key financial and market indicators of project viability
• Market Analysis and Site Positioning
  • Conducting market analysis to assess demand, competition and positioning
  • Using market data to inform site and concept viability decisions
• Spotting Red Flags Before They Become Losses
  • Recognising red flags that signal a project may underperform projections
  • Stress-testing assumptions against realistic market conditions
• Financial Planning and Feasibility Structuring
  • Applying financial planning techniques to build credible business plans
  • Structuring feasibility studies that meet investor and lender requirements
• From Feasibility to a Fundable Business Plan
  • Translating feasibility findings into an actionable business plan
  • Aligning business plan structure with feasibility study conclusions
• Presenting Findings and Sustaining Good Practice
  • Communicating feasibility conclusions clearly to stakeholders and investors
  • Building ongoing analytical discipline as market conditions evolve