EUROCAMP acquired by HOMAIR VACANCES

TPG Capital, a U.S.-based private equity firm, agreed to acquire Prezzo plc, a publicly-listed UK casual dining chain, in a take-private transaction. The deal was structured as a recommended cash acquisition through Papa Bidco, a newly-incorporated vehicle indirectly owned by TPG funds. The acquisition came after TPG reportedly outbid competitor Advent International, signaling strong private equity interest in the UK's casual dining sector. The board of Prezzo unanimously recommended the offer to its shareholders, concluding that the company required new skills, infrastructure, and investment to advance to its next stage of growth, which TPG was well-positioned to provide

Golden Gate Capital completed its acquisition of Red Lobster Seafood Co. from Darden Restaurants. The transaction followed a robust competitive process and closed on July 28, 2014, with Red Lobster transitioning to private ownership under Golden Gate. Darden pursued the divestiture to sharpen focus on higher-return opportunities like the Olive Garden renaissance, eliminate Red Lobster's volatility, and validate real estate valuations. For Golden Gate, the deal represented a platform investment in a brand with unparalleled awareness and leadership in casual seafood dining

The entry of The Carlyle Group as the new controlling shareholder of Homair Vacances marks the accelerating the consolidation of the fragmented European outdoor hospitality market. The operation is strategically synchronized with the simultaneous merger of the British competitor Eurocamp, a move that immediately doubles the group's operational scale and distribution capabilities. This industrial shift follows an eight-year value creation cycle under Montefiore Investment, which saw the target transition from a domestic specialist to a european leader

The Carlyle Group acquired a 70% majority stake in Homair Vacances (now European Camping Group) in a transaction valuing the company at over EUR300 million. Montefiore Investment, the historical sponsor since 2006, reinvested to keep a 25% minority stake. This capital infusion was timed to coincide with Homair's transformational acquisition of its British rival, Eurocamp. The strategic goal of the merger is to double Homair's European market share within five years through organic growth and further consolidation

Bain Capital Private Equity, through funds advised by an affiliate, partnered with Retail Zoo’s founders Jeff and Janine Allis to complete the acquisition of Retail Zoo from The Riverside Company and the founders. The transaction is structured as a consortium‑style deal in which the founding team retains a significant equity stake and management control, while Bain Capital becomes the majority‑economic owner and brings capital, strategic guidance, and operational expertise to support the group’s expansion

Caravelle acquired a 61% majority stake in Belambra from ACG Capital (formerly Acto/Ekkio). The transaction concluded a laborious two-year sale process during which several auctions failed to attract satisfactory bids from industrial players (Pierre & Vacances) or funds (Sagard, LBO France). Caravelle emerged as the sole bidder capable of taking over the asset in a difficult context. The Caisse des Depots (CDC) remained a strategic minority shareholder with 34%. The deal was executed at a price significantly lower than the seller's initial expectations, reflecting the need for an operational turnaround

The investment by 3i Group plc in Basic-Fit marks a significant milestone in the company's growth journey. The strategic rationale behind the deal is to support Basic-Fit's further domestic and international expansion, leveraging 3i's extensive experience in the retail discount market and its network of professionals. The partnership aims to accelerate Basic-Fit's growth, capitalizing on the increasing demand for affordable fitness options in Europe. With 3i's investment, Basic-Fit will be able to enhance its operations, expand its reach, and solidify its position as a leading discount fitness operator in Europe

Caledonia Investments has successfully completed a capital restructuring of Park Holidays, acquiring a majority stake in the holiday park operator. This transaction is part of a strategic plan to support the company's growth, which generated an EBITDA of over £20 million for the year ended December 31, 2012. Park Holidays boasts a portfolio of 23 holiday parks, comprising 21 freehold and 2 leasehold properties, located in southern England. The acquisition was funded through a combination of equity (£88 million) and bank debt (£90 million), provided by a syndicate of banks including RBS, HSBC, Lloyds Bank, Barclays Bank, and Santander, with an additional £10 million facility available for future investments and acquisitions

Valedo Partners acquired a majority stake in Joe & the Juice in 2013, with founder and CEO Kaspar Basse retaining a minority equity position and remaining in the management role. The deal is structured as a classic small‑LBO, with Valedo partnering alongside Basse and a group of key employees who also take equity stakes, thereby aligning incentives for a value‑creation phase focused on geographic expansion and brand‑building. At the time of the transaction, Joe & the Juice operated around 50 juice bars across several Northern European countries and the UK and generated roughly DKK 200 million in annual turnover, positioning it as a mid‑scale, fast‑growing lifestyle F&B concept rather than a large‑scale restaurant platform

The acquisition of Côte Restaurants by CBPE Capital in September 2013 stands as a landmark transaction in the UK casual dining sector, representing the transition of a founder-led "boutique" brand into a professionalized, scalable national platform. The deal was primarily driven by the exit of high-profile restaurant entrepreneur Richard Caring, who had provided the initial financial backing and strategic clout to launch the brand in 2007. By 2013, Côte had successfully navigated the post-recession landscape, proving that its "modern French bistro" model was not only resilient but highly profitable across diverse demographics