According to numerous metrics, travel and leisure is one of the largest components of the world economy, second only to healthcare.

The project HollandWorld™ is a prime example of the future trend in the travel & leisure industry and has a lot to offer to investors:

  • A sound business strategy
  • A strong market position and product portfolio
  • A  stable cash-flow
  • Talented and experienced management teams
  • A high return on  invested capital
  • An attractive prospect for organic growth

The investment philosophy of HollandWorld™is to seek to generate attractive rates of return for its investors by offering an excellent operating performance of its portfolio of participating companies.

HollandWorld™ will require, up to the opening in 2023, an estimated investment of 650 million euro . For phase 2 (2026-2033), an additional investment of 300 million euro is planned.

A leisure & hospitality project of this magnitude is not common in the Netherlands and it will demand “all hands on deck” for private and public parties, in order to succeed.

First of all, the design of HollandWorld™ will require the creative input and know-how of international companies that have first hand experience with this type of projects, such as mentioned in our list of development partners.

Secondly, it will require full political support . On July 20th 2017 the local government of the Municipality of Haarlemmermeer decided to allocate an additional 1,95 million euro, on top of the 10,5 million euro already spend on the development of Park21; the future location of HollandWorld™ . On top of this HollandWorld™ must be earmarked as “a project of national importance”, as was the case with two comparable projects in Europe; Paramount Park, London and Europe City, Paris. We hope that this process will start after  the formation of the new national government in 2017 and the local elections in March 2018.

Thirdly, the project will need proof that the business case is feasible. In the past years various theoretical business case studies have proven that the project is financial feasible and could deliver the required E.B.I.T.D.A.

In order to support these theoretical studies we are currently asking a number of well known hotel, f&b, retail and leisure operators if they could check all data and if they would be willing to sign a letter of intent for an operational/rental contract.

Up till today, we have already received 16 l.o.i.s  of leading companies  and who are in principle willing to sign a long term lease contract with the future investors/owners of  HollandWorld™.

As a result a HollandWorld™Roadshow is planned to start at the beginning of 2018  , during which we will approach a selected number of international institutional investors and offer them an unique opportunity to participate in the strong economic growth of the international tourism market and to effectuate a profitable return on investment .


Internal Strengths
Unique sustainable “green concept” and a “first” at the tourist market of Holland.
Flexible concept. Leisure facilities in buildings adjacent to hotels can be easily replaced by other activities, such as conference/exhibition rooms and/or gardens.
Fully integrated functions in leisure, retail, f&b and hospitality will support and strengthen the product market penetration.
HollandWorld™ will operate mainly in the market of international tourists,  who are more used to high entrance fees than the Dutch.
Support of & cooperation with the top international designers/operators in leisure, retail, f&b & hospitality.
The opportunity to offer tourists a controlled safe area with security guards and to limit the fear of a terror attack.

The themed entertainment at HollandWorld™ is immersive and interactive and will always be on the cutting edge in order to create repeat visitors.

Internal Weaknesses
No practical experience with this type of concept.
High development & start-up costs of leisure functions.
Unique design of attractions could have an impact on  the re-sale price of technical leisure equipment .
A full integration of sales & marketing between all business units could fail if cooperation is not well organized/managed.
The development of a successful cooperation between all independent business units will require an enormous effort by management and could easily fail.
All locations, however well guarded, are vulnerable to terror attacks.


External Threats
Terrorist attack in Amsterdam/the Netherlands.
No slots for additional flights at Schiphol and only increase of incoming international  tourism traffic via Lelystad Airport.
Political unrest, travel restrictions and/or economic recession in Asia.
Similar development by competition in Amsterdam North and/or Almere .
Loss of regional political support for the development of HollandWorld™ as the second gate for Amsterdam with 4000 hotelrooms.
Unlimited growth of Airbnb in Greater Amsterdam Area.
External Opportunities
An increasing demand for hotel rooms due to hotel development stop in down-town Amsterdam and increasing demand for Amsterdam Destination Experiences due to a solid growth of the Western 50+ and Asian tourist market.
Unique location, near Schiphol and HSL station, and high visibility from  highway A4.
Minimum of 5 years ahead in development of a third generation leisure/hospitality concept compared with potential competition.
Offering family rooms and children entertainment at the gate of Amsterdam for affordable prices.
Strong international positioning of HollandWorld™ by B2C promotion of Top Dutch Economic sector, in combination with B2B promotion & Campus in HollandValley.
Highly educated and multi-lingual staff available
Politically stable & financially safe country for local and foreign investors.