HOTEL FOR SALE | MUTÁ BEACH | PORTO SEGURO, BRAZIL

Beachfront platform asset with rare land scale, operating track record and clear value‑add thesis via retrofit + repositioning + expansion

1. Executive overview (for investor / committee)

We present a beachfront hotel asset on Mutá Beach, Porto Seguro (Bahia, Brazil), currently closed and with an obsolete standard, but with decades of operation, a consolidated physical structure and, above all, a very rare differentiator on this coastline: a large land parcel that allows retrofit, reconfiguration of the inventory and staged expansion.

This is not a “dead hotel”. It is a hospitality platform ready to be reactivated and repositioned with governance, intelligent CAPEX and a new commercial logic — ideal for international companies seeking to enter Brazil with reduced risk, leveraging an existing asset in a consolidated tourism destination.

Price (asking): US$ 30,000,000
Address: Av. Beira Mar 12,700, Mutá Beach, Porto Seguro, Bahia, Brazil
Status: Asset to be refurbished/updated (currently closed)
Property tax (IPTU): currently listed as exempt in the local listing file (formal verification in the data room)

2. Why this is a “buyable” opportunity now

Truly attractive opportunities in hospitality are rarely the “finished” ones. The best risk‑adjusted plays are those with structural discount and clear upside. This asset combines:

(i) Beachfront location in an established destination
Mutá Beach is a region naturally suited for resorts, families and leisure, with strong tourism appeal.

(ii) Land scale + existing infrastructure
The land scale allows reconfiguring the product, creating clusters of units and operating with efficiency.

(iii) Obsolescence as a source of discount
The buyer enters at a point in the cycle where the value is in repositioning: buying at a discount, investing CAPEX and capturing value uplift.

(iv) Multiple exit routes (several possible theses)
The asset supports three strong paths:

• Premium retrofit and reopening (focused on ADR and reputation)

• Retrofit + modular expansion (phased reopening, lower risk)

• Hybrid product (condo‑hotel / vacation ownership / time‑sharing), when applicable
  
  

3. Asset data (transparency and governance)

For total transparency, the composite presents numbers in two layers, which will be checked and confirmed in the data room:

Commercial inventory (listing layer)

• 160 accommodations: 100 suites + 30 chalets + 30 houses (houses with 3 to 5 suites)

• Total land area: approx. 60,000 m²

• Built area: approx. 6,000 m²

• Expansion potential: up to +500 additional units (up to 45 m² each) and possibility of time‑sharing structures

Cadastral inventory (registry layer)

• 200 suites / 200 rooms

• 250 bathrooms

• Total/private/usable area in records: approx. 60,000 m²

Governance note: BNI recommends presenting the documentary reconciliation of inventory and areas (“operational vs cadastral metrics”) in the data room — a stance that reduces friction and speeds up decision‑making.

4. Leisure infrastructure (the “sellable” differentiator)

One of the strongest aspects of the asset is its sports and leisure infrastructure, highly useful for brand repositioning and creating recurring demand:

• 6 tennis courts

• 3 beach tennis courts

• 1 multi‑sport court

This opens direct commercial paths: sports resort, tennis camps, events, seasonal programs with partners, corporate programs and experience‑based tourism.

5. Value‑add thesis (3 routes ready for the investor to choose)

Route 1 — Conversion + retrofit (fast reopening)

• Objective: raise perceived standard, reputation and average daily rate (ADR).

• How: requalify units and common areas, build a new brand narrative and implement professional distribution (channels and partnerships).

• Advantage: more straightforward execution, with returns captured through repricing.

Route 2 — Retrofit + modular expansion (phased CAPEX)

• Objective: operate and generate cash while expanding.

• How: works by modules (units/common areas/leisure), with partial reopening, reducing risk and time to first revenues.

• Advantage: accelerates time‑to‑revenue and preserves optionality.

Route 3 — Operator/brand + hybrid product (condo‑hotel / vacation ownership)

• Objective: reduce operational risk and structure a way to finance part of the CAPEX.

• How: bring in professional management/brand and design a hybrid product (when applicable), increasing the buyer universe and liquidity.

• Advantage: governance and predictability for the investment committee.

6. Quick valuation reads (metrics that help the committee at first glance)

Asking price: US$ 30,000,000

Implied land price per m² (order of magnitude):

• On ~60,000 m²: pricing indicates a discount versus beachfront residential references in the Mutá / Coroa Vermelha axis, considering scale and seafront.

Price per “key” (strategic read):

• If 160 accommodations: implied price per unit consistent with value‑add resort plays rather than fully stabilized 5‑star all‑inclusive resorts in primary Brazilian markets.

• If 200 suites: even more attractive per‑key entry, given the upside potential from expansion and repositioning.

These numbers help separate: land value + value of existing inventory + value of upside (expansion and repositioning).

7. Ideal buyer profile (international)

This asset is especially suitable for:

• Global asset‑light operators (conversion/rebranding with professional management)

• All‑inclusive and resort groups seeking expansion in Brazil

• Vacation ownership / timeshare platforms (multi‑layer monetization)

• Real asset funds and hotel owners with a value‑add thesis (turnaround + CAPEX)
  
  

8. Common objections (and ready answers)

Objection 1: “It is closed and obsolete. CAPEX may be high.”
Answer:
“That is exactly why there is a discount and upside opportunity. The recommended strategy is phased CAPEX, with reopening in stages, reducing risk and anticipating revenue. Smart investors do not buy the hotel’s past — they buy the right to reposition it.”

Objection 2: “Area and inventory numbers vary.”
Answer:
“This is handled through governance. We present a commercial layer and a cadastral layer; the data room provides title, plans and reconciliations so the committee can decide with confidence.”

Objection 3: “What about Brazil risk?”
Answer:
“The standard structure for international investors applies: local SPV, full due diligence, arbitration clauses where applicable, governance with a professional operator and a CAPEX schedule with clearly defined milestones.”

Objection 4: “Porto Seguro is a volume destination, not a pure luxury market.”
Answer:
“Correct — and that is an advantage for certain models: family resort, all‑inclusive, sports and experiences. Repositioning defines the target audience. The land and infrastructure support several product tiers.”

Tourism context of the northern shoreline (Mutá / Coroa Vermelha)

• Beachfront location on Mutá Beach, about 9–12 km from downtown Porto Seguro, with direct access via Avenida Beira Mar.

• Region with calm sea, reefs and strong appeal for families and tourists seeking rest, widely used by excursions and a national mid to upper‑middle‑income audience.

• Integrated into the Porto Seguro – Coroa Vermelha – Santa Cruz Cabrália axis, with easy access to tours such as Recife de Fora, Coroa Alta, Arraial d’Ajuda, Trancoso and Caraíva, which increase the visitor’s average ticket.

• Nearby leisure infrastructure includes beach clubs and complexes, restaurants, bars and support retail along the northern waterfront.

Practical example: a typical guest combines 5–7 nights, alternating beach days (Mutá/Coroa Vermelha) with boat tours (Recife de Fora, Coroa Alta) and a day in the historic center/“Passarela do Álcool”, which justifies higher beachfront ADRs and a strong on‑site services offer.

Hotel characteristics at the address

• Large‑scale hotel development on an estimated 60,000 m² plot, set within Atlantic Forest vegetation, with strong nature appeal.

• Full beachfront on Mutá Beach, with practically “feet‑in‑the‑sand” access; official address: Av. Beira Mar 12,700, Mutá Beach, Porto Seguro, BA, Brazil.​

• Extensive leisure structure: outdoor pool, tennis courts, bar, restaurant, landscaped areas and options for families with children.

• Product profile: 3‑star leisure hotel, focused on families and groups, with the differentiator of large green areas and close contact with nature.

This combination reinforces the “nature beachfront resort” narrative, which is central to positioning the asset as an opportunity for network expansion or conversion into a vacation ownership / condo‑hotel product.

Real estate panorama in Tabapiri / surroundings

• The Tabapiri (Tabapiry) neighborhood mostly concentrates houses in gated communities and medium to upper‑medium‑standard residences, geared to primary and second homes, with some properties used for vacation rentals.

• A sample of current asking prices for houses in Tabapiri indicates tickets between approximately R$ 400,000 and R$ 780,000, depending on standard, size and position.

Sample property types in Tabapiri

• Penthouse/apartment, 2 bedrooms, approx. 40 m², 2 beds / 1 bath, asking around R$ 400,000

• Gated community house, 3 bedrooms, approx. 121 m², 3 beds / 3 baths, asking around R$ 550,000 (condo fee approx. R$ 280)

• 3‑bedroom house outside a condo, approx. 150 m², 3 beds / 1 suite, asking around R$ 660,000–780,000

City‑wide, gated condos with leisure areas (pool, sauna, gourmet spaces) are standard for 2–3 bedroom properties geared to vacation use and investors, with a narrative of “high financial return via short‑term rentals”. This indicates a client base used to condo products with complete leisure, which favors condo‑hotel and vacation ownership models connected to a large hotel structure.

Business opportunities linked to the hotel and region

• Condo‑hotel / vacation ownership model: the regional pattern of condos with leisure areas and a strong short‑term rental vocation, combined with the beachfront location and large area of the hotel, supports a study of fractional units (rooms/apartments) for sale to individual investors, with centralized lodging operations.

• Expansion of residential inventory: the appreciation of houses and apartments in Tabapiri in the R$ 400k–780k range suggests a window for 1–2 bedroom studio or flat‑type products in a similar or slightly higher band, as long as they are connected to the beach/hotel structure and professional rental management.

• Partnerships with tour operators: the strong presence of tours and leisure complexes along the northern shoreline enables B2B contracts with national operators, inbound agencies and experience‑based tourism companies, boosting low‑season occupancy and revenue predictability.

• Events and groups: large green areas, courts and halls can target niches such as retreats, corporate conventions, incentive trips and amateur sports events, leveraging Porto Seguro’s air connectivity with several Brazilian capitals.

A surgical monetization path is to combine: partial sale of the “shell” (fractional units), retention of hotel operations and contracts for services (management, F&B, leisure) to maximize recurring cash generation.

Launched condos and product profile in the region

• In Porto Seguro’s urban grid, recent launches emphasize gated communities, 24‑hour security, large pools, sauna, barbecue areas, landscaping and structures designed both for residence and vacation rentals.

• Common features in new developments:

  • 2–3 bedrooms, often furnished and decorated as “ready to enjoy”

  • 1 parking space per unit

  • Focus on financial return via vacation rentals, with leisure differentiators to increase occupancy and ADR

Even when not directly on Mutá Beach, many projects market themselves as “close to the main beaches (Taperapuan, Mutá, Coroa Vermelha) and essential services”, reinforcing the northern shoreline as a vector of appreciation.

In the surroundings of the asset, this logic favors projects that use the Mutá/Coroa Vermelha beach brand and proximity to tourism facilities to justify prices above the urban average, especially when linked to an existing resort structure.

Nearby all‑inclusive resorts

• La Torre Resort – Large all‑inclusive property in the Mutá area, with strong focus on families, extensive leisure structure, exclusive beach club and high‑value positioning.

• Coroa Vermelha Beach – All Inclusive – Beachfront in the Coroa Vermelha area, with complete leisure, kids’ activities and strong family appeal; frequently listed among the top hotels in the Mutá area.

• Ondas Praia Resort – All Inclusive – Also cited as a highlight in the Mutá/Coroa Vermelha strip, focused on extensive infrastructure and all‑inclusive experience.​

These three form the “top of mind” all‑inclusive set in the region, against which this asset should differentiate on price, nature experience, green area and value proposition (not necessarily on volume of all‑in services).

Beach hotels and guesthouses (direct competitors on ADR)

• Mutá Praia Hotel – Hotel/guesthouse with privileged sea view on the northern coast (Coroa Vermelha/Mutá), with pool and a more intimate atmosphere than large resorts.

• Village Mutá – Beachfront property with cabanas and “feet‑in‑the‑sand” structure; cited as an option for guests seeking good beachfront infrastructure without an all‑inclusive format.​

• Guesthouses and vacation homes in Coroa Vermelha/Mutá – Multiple options (guesthouses, “apart‑resort”‑type units, beachfront houses) competing on ADR and targeting guests who want more autonomy and in‑room kitchens.

These competitors are the benchmark for positioning this asset as a “nature resort on the beachfront” with mid‑range ADR: above simple guesthouses and below the more expensive all‑inclusive resorts.

Comparative view (tactical positioning)

Tactical positioning view and upsell

• Base always with breakfast included: aligned with 3‑star standards in the region, without competing on “cheapest possible” rate.

• Half‑board as a value package: adding dinner (e.g., +R$ 80–120 per adult/day) narrows the perceived gap versus all‑inclusive, while preserving the freedom to explore external restaurants and tours.

• Children policy: free for children up to 6 in the same bed/crib; ages 7–11 at a reduced rate (e.g., 50% of extra adult rate), reinforcing the focus on families, the region’s natural audience.