To stand out, independent hotels must master the basics and embrace creativity
Aaryan Patel doesn’t the resources of a large hotel chain to market the Smuggler’s Cove Inn, his picturesque property in East Boothbay, ME. With a little outreach to wedding planners and couples seeking the perfect venue for their special day, the hotel’s oceanfront views, sandy beach, and beautiful accommodations practically sell themselves.
Patel, a member of AAHOA’s Independent Hoteliers Committee, said independent properties can establish unique identities in competitive markets by leveraging their location. Whether you’re marketing a fisherman’s paradise or the closest hotel to a theme park, location is a key selling point for independent properties, he said.
“A lot of times, a property’s biggest strength is its location,” Patel said. “Along the coast in the Northeast, for example, most properties aren’t franchised. There’s no need for franchising because of the tourism. Independent properties in other areas often can use their location to their advantage as well. Convenience is always a huge component. You just have to take advantage of your setting.”
Independent properties close to major tourist attractions, stadiums, business centers, or airports should promote that proximity to guests. Hoteliers should know how far their property is from every major destination in their vicinity, and how long that trip typically takes at various times of day.
Highlighting that information online and in marketing materials can lead guests to associate your hotel with that destination, driving repeat business, Patel said. Hoteliers can bolster that connection by seeking out partnerships with those destinations, offering discounts in exchange for promotional considerations.
In addition, embracing the signature themes of a location can help independent properties become part of the local fabric. While branded properties typically look the same regardless of location, independent properties are free to adopt the distinctive features of their communities, Patel said.
GAME ON
Independent hotels in college towns or near professional sports teams, for example, can incorporate team colors into their design to appeal to the local fan base. They also can decorate hallways with team memorabilia and offer promotions tied to the outcome of games, such as half-priced appetizers in the hotel restaurant whenever the local team wins.
By hosting viewing parties, independent hotels can become a place for fans to congregate whenever the team has a road game.
Similarly, hotel restaurants can build their menus around local flavors, giving visitors an authentic taste of the region, Patel said. Hotels in New England, for instance, could establish a reputation for having the best lobster and clam chowder in town, while properties in Texas could boast of having the best barbecue. Hotels that succeed in capturing the local flavor can win loyalty from locals and tourists alike, earning repeat business.
PROVIDING A PERSONAL TOUCH
While brands provide a standardized experience for guests, Patel said independent properties can tailor services to individual consumer preferences.
“Personalization always is going to make the guest experience better because you’re not just renting out a room; you’re selling a guest experience,” he said. “You have more freedom in operating an independent property vs. a franchise, and you can use that to your advantage to create loyal guests who return over and over again. Since you’re not paying a franchise commission, you can use some of that money to personalize the guest experience.”
Jin Laxmidas, also a member of AAHOA’s Independent Hoteliers Committee, said independent hotels can drive customer loyalty by greeting guests in the lobby by name, marking special occasions with handwritten notes, and giving them a small gift from the restaurant. Personalized service is common at luxury hotels, but there’s no reason midscale independents can’t follow suit, said Laxmidas, president of Houston-based Amzim Global Investments.
Even simple things like extending the checkout time at no cost can leave a lasting impression, especially among guests who have paid for those extras at branded properties, Laxmidas said.
MAKE IT PERSONAL
Employees at branded hotels may not be authorized to change policies or personalize services to satisfy guests, but at an independent hotel, the person working the front desk is often the hotelier, a family member, or a longtime employee who can be empowered to make those decisions, he said.
Independent hotels also can compete on cleanliness, curb appeal, and the maintenance of their facilities, Laxmidas said. Walking around the hotel with a screwdriver to tighten door handles, promptly cleaning up spilled beverages near the hotel lobby, and replacing failing bathroom fans before guests notice them are simple ways to enhance the guest experience.
When independent hoteliers routinely display that kind of dedication and attention to detail, they’re setting the bar high for employees, further improving the guest experience, Laxmidas said.
“Service is No. 1,” he said. “Independent hotels can compete very well with brands if they do things the right way and treat their customers well. Knowing your guests, greeting them at the front desk, listening to what their requirements are, and asking what brought them to town are all little things that can make a big difference. You want to offer the flexibility that other hotels won’t give.”
PROTECT YOUR REPUTATION
Given the importance of online reviews, independent hoteliers should be especially vigilant about addressing complaints and monitoring their property’s online reputation, Laxmidas said.
Additionally, employees should be trained to ask for reviews when satisfied customers check out. Many hotels send out automated texts or emails seeking reviews, but those methods are far less effective than a request from a smiling employee who just provided great service for a guest, he said.
Small hotels often make another unforced error by not providing branded uniforms for employees, Laxmidas said. When guests see uniformed employees, they’re more likely to ask for help and to feel safe in the hotel, he said.
“No matter how small your hotel is, that’s an investment that you will never regret,” he said.
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ELECTRICITY IN THE AIR
Laxmidas said he recently signed a contract to have high-speed electric-vehicle charging stations installed at his independent hotels, figuring they’ll generate revenue and buzz within the community. He pointed to a recent NPR report detailing how many city residents who own EVs have difficulty charging them because they live in apartments and don’t have garages or driveways.These drivers spend a considerable amount of time competing for the limited number of public charging stations at grocery stores, malls, and other locations, NPR reported.
Laxmidas said his charging stations will have dual ports, so two cars can charge at once, and will be available to hotel guests and the general public. The chargers will show up on popular smartphone apps such as Waze, PlugShare, and Chargemap, raising the profile of his hotels. Under the Inflation Reduction Act, businesses can claim a 30% federal tax credit for the cost of installing charging stations, including building permits, hardware upgrades, and electrician services.
“It’s actually highly profitable,” Laxmidas said. “Independent hotels can take advantage of tax incentives right now and move quickly. They can have the first-mover advantage and put high-speed chargers on their properties to attract new customers.”
For independent hotels, EV charging stations could lead to increased demand for dayrooms, especially with more professionals working remotely, Laxmidas said.
Dayrooms represent an underutilized revenue opportunity for independent hotels, especially those near airports or major highways, he said. Flights get delayed, drivers on long trips want to nap and freshen up, and travelers with medical issues, especially seniors, need a place to shower and change clothes after an accident, he said.
If independent hoteliers have sufficient housekeeping staff, they can offer discounted rates for dayrooms, have the rooms cleaned, and then rent them out to overnight guests, maximizing daily revenue per room.
“That’s another opportunity that smaller hotels should be looking at because the big hotels have started to do this already,” Laxmidas said.
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