Feature: UK Independent Hotels ➔
independents hotels, and I would say the independents are doing well at meeting our needs. They are price-matching, offering a good service and a good account services, and accommodating our requests. I think they are on a par with the big boys, and potentially doing a bit better. “They’ve been able to deal with last-minute requests and they’ve put rooms aside specifically for us. They know their customers very well and they are very proactive. “Sometimes with the large chains we find ourselves dealing with a call centre, but with an independent you can get to a specific person and build up a relationship with them. “Also, the larger groups are often driven by revenue targets and they take a long time to make decisions. Independents can be proactive and quick with their decisions. “With regards to price, they’re very good
value and I feel that they’ve been very competitive with the bigger chains. But you can’t expect an independent to be offering last room availability. You can’t push them as it would drive them out of business. “Hoteliers should be identifying the market, getting out to introduce themselves, and doing promotional rates, but this applies to the larger chains too. When they’re competing with the big boys, service is going to be key, but I believe that all hotels, large or small, should have systems which flag up a frequent traveller and recognise loyalty.”
hotel, so that they get the same experience every time they stay. In September we are adding to these benefits by introducing a loyalty points card, enabling business guests to collect and redeem points within any of the QHotels across the collection.”
Paul Hemmings, Vice President of Sales, Red Carnation Hotels “The only way to compete is to be better in all elements of the sales process, understand the needs of bookers, decision makers and guests, then garner the hotel operations team to help demonstrate how we can be the ideal solution.
“Yes, we’re still getting on tender lists and
there is no doubt that in more competitive times we are likely to lose the larger corporate RFPs (of 500-plus rooms) so we focus on the higher rated, smaller opportunities which match our hotel size. “It's always worth remembering that if price
was the only factor in decision making, then everybody would be camping in the park. However, price does play an increasingly important role and a great opportunity exists for us to target five-star corporate buyers who need to make cost savings, and draw them into our deluxe four-star properties.”
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Dakota Hotels
Firmdale Hotels
The Macdonald Randolph Hotel
WHAT THE INDEPENDENT HOTELIERS SAY David Taylor, Sales Director for QHotels “The key to competing effectively has been to increase sales and marketing activity through the electronic channels and through sales teams tasked with identifying and creating new markets and new clients, while building even stronger relationships with existing customers. “Independents are still gaining access to tenders and RFPs primarily because corporates still want to provide an offering that reflects the needs of their audience. While this may be more controlled than it has been in the past, there is still enough room for the independents and independent hotel groups. “It takes a lot of imagination, some great
ideas and an ability to deliver them to the front line quickly to maintain market share. “For a number of years, QHotels has been investigating ways to reward the loyalty of corporate business guests. For regular guests, we have operated a ‘Jump the Q’ club for a number of years, where members can enjoy an express check-in/check-out and free wifi throughout their stay. We store information on their favourite newspaper, room or floor in the
“Hoteliers should be identifying the market, getting out to introduce themselves, and doing promotional rates“
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