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The encyclopedia · Strategy & Leadership · Strategic decision · 2005–2009

Sweden's grandest mountain hotel — bankrupt within 4 months of opening

A luxury hotel in Åre cost SEK 730M, opened at the peak of the 2008 crash, filed for bankruptcy in 4 months, and sold for SEK 200M.

Copperhill Mountain Lodge · Vanilla Ventures · Home Properties · 2009-02-23

What happened

Copperhill Mountain Lodge was planned as a luxury design hotel on Förberget mountain in Åre, Sweden — the country's premier ski destination. Conceived in 2005, it was to be Åre's largest private investment ever: 112 rooms and suites, 420 beds, designed by American architect Peter Bohlin (who designed Apple Stores and Bill Gates' house). The hotel was intended to be a landmark property that would put Åre on the global luxury ski map.

The project was originally structured as co-op apartments. But buyer interest was minimal, the model was scrapped, and it was restructured as a conventional hotel mid-development — without a clear financial foundation. Construction was suspended in September 2007 when original investor Vanilla Ventures ran into financial trouble. Dutch venture capitalists Peter Kat and Frans Scholtes injected new capital on condition Vanilla Ventures withdrew, but the cost overruns were already baked in. The final cost grew from SEK 500M to SEK 730M — a 46% overrun.

Copperhill opened on 8 December 2008, at the absolute peak of the global financial crisis. Demand collapsed immediately. Within six weeks, the hotel was asking suppliers to defer payments. By 23 February 2009 — just 77 days after opening — it filed for bankruptcy protection with debts of SEK 80 million. The hotel closed on 26 April 2009 and all staff were laid off. On 28 August 2009, Home Properties (owned by Norwegian hotelier Petter Stordalen) bought the hotel for SEK 200 million — about 27% of the construction cost.

Why it happened

  • The co-op apartment model was the project's financial foundation. When it failed, the hotel was built on a broken business model that was never properly replaced.
  • Cost overruns of SEK 230 million (46%) left the project with no margin for error. The SEK 80 million debt burden was too heavy for a hotel that opened into a collapsed economy.
  • Opening a luxury hotel in December 2008 — the worst month of the financial crisis in 80 years — destroyed any chance of filling 112 rooms. There was no contingency for a demand shock.
What it costSEK 730M cost; sold for SEK 200M; 530M losscostly

The lesson

Its financial model broke before opening. Cost overruns of 46% left no margin. Opening in the 2008 crash finished it. If the model breaks before opening, do not build.

Sources

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