{"id":144042,"date":"2026-05-14T11:56:21","date_gmt":"2026-05-14T09:56:21","guid":{"rendered":"https:\/\/www.we-wealth.com\/?post_type=news&p=144042"},"modified":"2026-05-14T11:56:24","modified_gmt":"2026-05-14T09:56:24","slug":"hotel-investment-boom-italy-attracts-funds-and-capital","status":"publish","type":"news","link":"https:\/\/www.we-wealth.com\/en\/news\/hotel-investment-boom-italy-attracts-funds-and-capital","title":{"rendered":"Hotel investment boom: Italy attracts funds and capital"},"content":{"rendered":"\n

It is no longer a gamble, but a clear trend: hospitality<\/strong> has become one of the most closely watched asset classes<\/strong> in European real estate.<\/p>\n\n\n\n

\u201cToday, the Italian hotel market is no longer perceived as an \u2018alternative\u2019 sector, but as a true asset class within operational real estate.\u201d This is according to Roberto Necci, president of the Research Center at Federalberghi Roma<\/strong>, who emphasizes that this transformation is based on solid and measurable fundamentals. \u201cIn 2024, Italy set a new tourism record with 139.6 million arrivals and 466.2 million overnight stays <\/strong>in accommodation facilities and rose to second place in the EU for overnight stays, surpassing France,\u201d he comments.<\/p>\n\n\n\n

These figures explain why the sector has become central to investment strategies<\/strong>, a trend also reflected in transaction volumes. \u201c2025 proved to be a particularly dynamic year, with over 120 transactions completed and a total volume of approximately 2.25 billion (out of a total of 12.1 billion invested in real estate), positioning hospitality as the third-largest asset class after retail and office<\/strong> \u2013 emphasizes Gabriele Fiumara, AssocRics, senior RE consultant for hospitality & operations at Wcg<\/strong> \u2013 And the figure is up from 1.8 billion in 2024 and 1.11 billion in 2023, approaching the record levels of 2019.\u201d<\/p>\n\n\n\n

According to Francesca Zirnstein<\/u><\/strong><\/a>, CEO of Scenari Immobiliari<\/strong>, \u201c2025 marked the best performance since the onset of the Covid pandemic.\u201d A trend that, moreover, is set to continue: \u201cInterest in the asset class remains very strong, and Italy is considered one of the most attractive markets in Europe for 2026\u20132027,\u201d states Zirnstein.<\/p>\n\n\n\n

Hotels and hospitality: from niche to asset class<\/strong><\/h2>\n\n\n\n

Growth, however, is not merely quantitative. It is above all qualitative. \u201cThe sector is undergoing a phase of profound transformation, a true \u2018replacement\u2019 of the traditional model. Istat data in fact highlight a gradual shift away from 1-, 2-, and 3-star properties toward 4-star hotels and higher categories<\/strong> \u2013 explains Fiumara \u2013 An evolution that affects both the product and management models: family-run operations are increasingly giving way to structured operators and major international brands, which are driving the sector\u2019s growth and repositioning.\u201d<\/p>\n\n\n\n

But this fits into a broader picture: \u201cAn still highly fragmented offering<\/strong> that is often not fully aligned with international standards, leaving ample room for repositioning,\u201d observes Necci. The result is a market where value isn\u2019t found\u2014it\u2019s built. \u201cConversions, rebranding, category upgrades, operational efficiency improvements, and the development of hybrid formats are creating new value,\u201d continues the president of the Federalberghi Roma Research Center.<\/p>\n\n\n\n

Luxury Hotels and Redevelopment: The New Value-Add Strategy<\/strong><\/h2>\n\n\n\n

In this context, there is one key word: redevelopment. \u201cThe portfolio currently available is one that needs to be developed,\u201d explains Zirnstein, adding that almost all of these are value-add initiatives<\/strong> carried out by established operators. This trend also reflects the very structure of the Italian market.<\/p>\n\n\n\n

\u201cAccording to Istat data, by the end of 2024 there were nearly 30,000 active hotel establishments in Italy (over 265,000 including non-hotel accommodations), for a total of approximately 998,000 rooms and over 2 million beds. This translates to an average of just 33.5 rooms per property, a figure significantly below the standards required by institutional investors,\u201d Fiumara points out. He goes on to say that in this context, strategies are polarizing<\/strong>: \u201cOn one hand, core investors are focusing on prime assets; on the other, interest in value-add transactions is growing.\u201d<\/p>\n\n\n\n

And this is where the real watershed of the sector comes into play. \u201cIn the hotel sector, management carries immense weight<\/strong> because the asset\u2019s value is directly linked to its ability to generate cash flow,\u201d explains Necci. \u201cLocation<\/strong> remains a necessary condition, but management<\/strong> is increasingly the sufficient condition.\u201d<\/p>\n\n\n\n

Hotel real estate: who is investing in Italian hotels today<\/strong><\/h2>\n\n\n\n

The investor landscape has also transformed. \u201cToday we see a much broader and more sophisticated capital pipeline<\/strong>: alongside traditional operators<\/strong>, we find REITs, real estate funds, private equity, institutional investors, family offices, HNWIs, and international capital<\/strong>,\u201d observes Necci.<\/p>\n\n\n\n

Underlying this interest is also a structural reality: \u201cThere is still a great deal of capital ready to be invested<\/strong>, there is ample liquidity available, and the average capital per operator is quite high,\u201d explains Zirnstein, \u201cand this capital is targeting specific areas. The key markets remain the major Italian cities, particularly Rome and Milan, followed by Venice and Florence<\/strong>, and, to a lesser extent, Genoa and Turin<\/strong>\u201d .<\/p>\n\n\n\n

But it\u2019s not just a matter of major cities. \u201cIn addition to traditional destinations, opportunities are growing in areas with a strong experiential identity: districts linked to food, sports, music, or the so-called Motor Valley<\/strong>, where the tourism offering integrates with cultural and thematic elements, creating new sources of appeal for investors,\u201d continues Fiumara.<\/p>\n\n\n\n

What<\/strong> is really changing is the approach<\/strong>. \u201cCapital doesn\u2019t just want \u2018bricks and mortar\u2019; it wants a platform for returns. That\u2019s why we\u2019re seeing hybrid models emerge: financial investor + hotel operator + brand + local partner. In short, the market is shifting from an asset-based logic to an industrial logic,\u201d summarizes Necci.<\/p>\n\n\n\n

Hotels, returns, and capital: new opportunities in tourism<\/strong><\/h2>\n\n\n\n

When it comes to returns<\/strong>, the picture is equally multifaceted. \u201cWe expect a slight rise in returns<\/strong>. This is not so much due to conditions directly affecting the real estate product, but rather the broader context and instability that lead to a perception of slightly higher risk, despite the fact that debt and financing conditions are objectively improving,\u201d observes Zirnstein. He then adds: \u201cIf we look at other asset classes, hospitality could still manage to command a premium over more mature ones<\/strong>, such as core offices or prime logistics.\u201d<\/p>\n\n\n\n

But there is no single figure. \u201cThe key point is to always distinguish between \u2018prime\u2019 yield, \u2018stabilized\u2019 yield, and \u2018transformative\u2019 yield,\u201d explains Necci. \u201cFor trophy or prime assets in the best locations that are already well-positioned, initial yields are tighter because the market prices them as defensive and highly liquid products.\u201d<\/p>\n\n\n\n

In the first half of 2025, prime yields in Italy remained essentially stable, with a slight compression in some trophy transactions, especially in Rome and Venice. When, on the other hand, we\u2019re talking about a 7\u20138% gross<\/strong> yield, we\u2019re more easily entering the realm of value-add assets, properties to be repositioned, strong secondary properties, or transactions where the yield depends on much more active management. So that 7\u20138% is more accurately considered a selective target.\u201d<\/p>\n\n\n\n

And once again, everything comes down to execution capability<\/strong>. In hospitality, in fact, location alone is not enough: it is the quality of managerial oversight that makes the difference between just any property and a true investment.<\/p>\n\n\n\n

(Article excerpted from issue no. 90 of We Wealth magazine, May 2026)<\/strong><\/em><\/strong><\/p>\n","protected":false},"excerpt":{"rendered":"

Investments and transactions in the hotel sector are on the rise, driven by global capital and value-add strategies. And Italy remains one of the most attractive markets<\/p>\n","protected":false},"author":85135,"featured_media":144043,"template":"","categories":[2256],"tags":[4301,3887],"collana-video":[],"class_list":["post-144042","news","type-news","status-publish","has-post-thumbnail","hentry","category-real-estate-2","tag-hotel","tag-world-capital"],"acf":[],"yoast_head":"\nHotel investment boom: Italy attracts funds and capital | WeWealth<\/title>\n<meta name=\"description\" content=\"Investments and transactions in the hotel sector are on the rise, driven by global capital and value-add strategies. 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