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T H E M A G A Z I N E F O R H O T E L E X E C U T I V E S / J A N U A R Y ~ F E B R U A R Y 2 0 2 1
PLUS: THE 2021 FRANCHISE REPORT
THE FUTURE OF TRAVEL
Experts say travel will resume —but it will look a little
different in a post-COVID-19 world
CANADIAN PUBLICATION MAIL PRODUCT SALES AGREEMENT #40063470
BRIGHTER
DAYS AHEAD
Franchisors & franchisees
have high hopes for a strong
industry rebound
SAFE
PASSAGE
Hotel operators weigh in on
post-pandemic health-andsafety
protocols
SEAMLESS
STAYS
Guests and operators
are embracing mobile
check-in technolgy
hoteliermagazine.com
CONTENTS
VOLUME 33, NO. 1 | JANUARY/FEBRUARY 2021
40
29
44
FEATURES
DEPARTMENTS
7 THE FRANCHISED
FUTURE
Hotel-industry experts predict
brighter days ahead
11 THE 2021
FRANCHISE REPORT
A comprehensive listing of
the industry’s top franchises
29 THE FUTURE
OF TRAVEL
Branding success comes from
meeting guests’ expectations
32 SAFE PASSAGE
Hotel leaders discuss new
COVID-19 safety protocols
38 FISHING WHERE THE
FISH ARE
Revenue teams should look to
non-traditional data sources
40 BREAKFAST BARRIERS
COVID-19 has had severe
impacts on breakfast buffets
42 STREAMLINED STAYS
Hotels and guests are
embracing mobile check-in
2 EDITOR’S PAGE
4 CHECKING IN
44 HOTELIER
Ryan Killeen,
The Annex, Toronto
38
hoteliermagazine.com JANUARY/FEBRUARY 2021 | 1
EDITORIAL
INSPIRING
TRAVEL TRENDS
Almost a year after the pandemic surfaced, COVID-
19 continues to fuel uncertainty. And, just as
consumers were finally starting to feel somewhat
optimistic, given the wide distribution of vaccines,
a second wave of the virus hit around the world —
leading us to question when our lives will return to normal.
The answer remains murky and there are a host of variables
to consider: How quickly can the vaccine be distributed around
the world? Will there be a subsequent need for vigilance as the
virus mutates? And, realistically, can we resume travelling before
everyone is vaccinated?
While much remains unclear, the reality is pent-up demand
for travel means consumers will want to return to some sense of
normalcy sooner rather than later. But, what will travel look like
in the post-COVID-19 world? (See story on pg.29). Below are six
key trends from U.S.-based Amadeus Hospitality that will shape
travel in 2021:
1. Go Big (near or far) or Stay Home: When travel
returns, consumers will likely gravitate towards ‘big-idea’
or ‘bucket-list’ trips to tick off once-in-a-lifetime adventures.
The survey found 55 per cent of travellers said they
would travel for 14 days or more and 60 per cent expected
to take only a few trips a year.
2. Nomadic Travel: Companies such as Airbnb and Love
Home Swap are embracing the trend along with countries
such as Barbados, which offers the “digital-nomad” visa.
With COVID-19 causing travel restrictions and stress, there’s a clear desire for
longer holidays that let people take their work with them.
3. The Loyalty Shift: COVID-19 has caused the definition of loyalty to morph.
Travel providers now demonstrate their loyalty to travellers through their
commitments to health, hygiene and safety.
4. Swipe Right on Tech: Touchless tech will inspire traveller confidence.
That means transparency, clear communication and seamless payments and
boarding are the winners of 2021.
5. Travel Agents: While the Internet caused the demise of many travel agencies,
the pandemic is now highlighting their critical role. As a result, 2021 will see
travel agents become the fountains of all knowledge.
6. Travel with an impact: Today’s travellers want to minimize their footprint
and make sure their presence is having a positive
impact on their host destination. Travellers also want
to do good: a recent survey found 68 per cent of
travellers want the money they spend
ROSANNA CAIRA rcaira@kostuchmedia.com
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WITH US
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2 | JANUARY/FEBRUARY 2021
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ADVISORY BOARD
Andrew Weir, Tourism Toronto; Anne Larcade, Sequel Hotels & Resorts;
Anthony Cohen, Cresent Hotels — Global Edge Investments; Bonnie
Strome, Hyatt Hotels; Christiane Germain, ; Germain Hotels;
David McMillan, Axis Hospitality International; Don Cleary, Marriott Hotels;
Geoffrey Allan, Project Capital Management Hotels;
Hani Roustom, Friday Harbour Resort; Heather McCrory, Accor;
Reetu Gupta, Easton's Hotels; Ryan Murray, The Pillar + Post Hotel;
Stephen Renard, Renard International Hospitality & Search Consultants
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CHECKING IN
THE LATEST INDUSTRY NEWS FOR HOTEL EXECUTIVES FROM CANADA AND AROUND THE WORLD
A LASTING
LEGACY
Tourism industry mourns the
passing of Charlotte Bell
Charlotte was a proud,
"strong and passionate
leader for our collective
cause. She was a role
model for young female
leaders on how to be
tough, effective, and
a visionary, while still
leading with kindness.
She leaves a proud
legacy across Canada
and numerous political
leaders have expressed
their respect, grief and
common loss'
Dave McKenna
Board Chair, TIAC
The passing of Tourism Industry Association of
Canada (TIAC) president and CEO Charlotte Bell
in December shook the Canadian tourism industry.
Bell was appointed president and CEO of
TIAC in 2015 and led the organization in its mission
since, working to improve the Canadian tourism industry’s
global competitiveness as an international destination
through leadership and advocacy. And, throughout the
pandemic, Bell and TIAC advocated on behalf of the
industry and for the future of the visitor economy.
Prior to joining TIAC, Bell was a senior consultant
with Capital Hill Group and had been vice-president of
Corporate Affairs for the Atlantic Lottery Corporation.
Earlier in her career, she spent more than 25 years in the broadcasting sector in Canada and
had an extensive background in advocacy, strategic planning and public affairs.
Bell also served on a number of boards through her career, including Canadian Women
in Communications, The Banff International Television Festival and Advertising
Standards Canada.
Gudie Hutchings, MP for Long Range Mountains, acknowledged Bell’s contributions to
the industry in the House of Commons, saying “Many of us know Charlotte as the CEO of
TIAC, the Tourism Industry Association of Canada. We know her passion for the tourism
and hospitality sectors and we know that during the pandemic that passion only grew. Her
forward thinking and outright love for this industry, its leaders, workers and clients, many
of us have seen fi rst-hand. We have seen the results of her hard work and planning among
the many winding roads that she has travelled throughout our country from coast to coast
to coast. Charlotte is now travelling another road, and wherever this road leads, I know
her passion for tourism will always be with her.”
In her role as president and CEO of the Tourism Industry Association of Canada,
Charlotte embraced her advocacy role to include MMBC and the importance
of business events to the Canadian economy. We will be forever grateful for her
leadership and friendship,” Meetings Mean Business Canada stated in an email.
“Charlotte will always be remembered in the familiar things she touched, spoke
and was passionate about. Her memory will continue to live in the lives of all of
us who knew her and the legacy she leaves behind.
4 | JANUARY/FEBRUARY 2021
hoteliermagazine.com
FROM
BEST
TO
BETTER
Best Western Hotels & Resorts
(BWHR) has selected Franklin-
Covey’s ‘gold standard’ leadership-development
curriculum to
assist in further elevating leadership
excellence in its general
managers across North America.
BWHR will provide general
managers from every hotel in
North America with access to
FranklinCovey’s All Access Pass.
This comprehensive access will
complement BWHR’s existing
training programs, which include
the Care Every Guest Every
Time employee training. Franklin-
Covey’s All Access Pass is an
annually renewable program
providing Passholders with
unlimited access to the
company’s entire collection
of content and solutions
available through a variety
of channels.
LEADING
TOURISM
David Goldstein is Travel Alberta’s new CEO.
He takes over the role from Chris Heseltine,
who served as the acting CEO for six months.
Goldstein has an extensive background in tourism
and media, most recently serving as COO at Gusto
Worldwide Media. Prior to this, he was president
and CEO of Destination Canada for nearly fi ve
years, in addition to his nearly five years as president
and CEO of the Tourism Industry Association
of Canada (TIAC). Heseltine will continue as
vice-president of Economic Development and
Community Engagement for Travel Alberta with
acting responsibility for Strategy, Insights and
Stakeholder Engagement.
After fi ve years at the
Hazelton Hotel, most
recently as the its
managing director, Hani
Roustom has left the
Toronto luxury property.
Roustom is now CEO
of the Friday Harbour
Resort, an all-seasons
waterside resort on Lake
Simcoe, in Innisfi l, Ont.
THAT'S
A WRAP
Hotel-industry icons David
Larone and Brian Stanford are
Brian Stanford
David Larone
beginning their transition into
retirement as CBRE Valuation
and Advisory Services (VAS) embarks on a new chapter.
Larone and Stanford have guided hotel development, investment and operations
decisions for four decades. The pair helped build PKF Consulting into an industry
leader before joining forces with CBRE in 2015.
“Not only are they subject-matter experts, they are also gentlemen,” says Paul
Morassutti, vice-chairman, CBRE. “We have benefitted from their professional
guidance and personal friendship all these years.”
Nicole Nguyen, Rebecca Godfrey and David Ferguson will form the new senior
leadership team of CBRE’s VAS hotels operation.
RECOGNIZING
EXCELLENCE
Mandy Farmer, CEO of Accent Inns and Hotel Zed, was awarded the
RBC Canadian Women Entrepreneur Excellence Awardin November.
The RBC Canadian Women Entrepreneur Awards is the premier
national awards program celebrating the achievements of the
most successful and impactful women who have demonstrated
excellence across multiple sectors. The Entrepreneur Excellence
Award recognizes how Farmer has run her business, contributed
to the community and taken care of her employees.
hoteliermagazine.com JANUARY/FEBRUARY 2021 | 5
SETTING
UP CAMP
Basecamp Resorts opened its newest hotel in
December near downtown Revelstoke, B.C.
Basecamp Revelstoke features 32 units equipped
with remote keyless entry, a full kitchen, washer
and dryer, complimentary wireless Internet, a
fl at-screen LED TV with cable and a private patio
with outdoor seating. The property also offers two
shared rooftop hot tubs, free access to cruiser bikes
for guests and complementary parking. Interiors
feature vaulted living spaces to capitalize on the
scenery and original artwork produced by local
Revelstoke artist, Hayley Stewart. Basecamp
Resorts’ portfolio also includes four properties in
Canmore, Alta. — Basecamp Canmore, Basecamp
Lodge, Lamphouse Hotel and the recently opened
Basecamp Suites.
Reetu Gupta was named
among Women’s Executive
Network’s (WXN) 2020
Canada’s Most Powerful
Women: Top 100 Award
Winners, marking her
second-consecutive year
on the list. Gupta, who was
recognized in the awards’
BMO Entrepreneurs category,
is the president and CEO
of The Easton’s Group of
Hotels and The Gupta Group,
the co-founder and Chief
Strategy Offi cer of Rogue
Insight Capital. and president
and CEO of The Gupta Family
Foundation
NEW FRONTIER
Accor has launched a new Apartments & Villas website, dedicated
entirely to the rental of private residences and extended-stay hotel
properties. The site makes more than 50,000 apartments, villas and
chalets available, drawing from Accor’s 15 extended-stay hotel brands,
as well as the company’s portfolio of branded private residences,
which are privately owned and frequently included in managed-rental
programs, and one-of-a-kind private rentals (onefi nestay), in more than
350 destinations. The Apartments & Villas website offers fully equipped
apartments, villas, houses and suites while allowing guests to enjoying
all the benefi ts of the ALL - Accor Live Limitless program, as well as
Accor’s new cancellation policy and the intensifi ed hygiene-andprevention
measures (Allsafe).
LET’S TALK ABOUT HOW
OUR CANADIAN-BASED
TEAM CAN HELP GROW
YOUR BUSINESS!
1.800.646.2435
development@travelodge.ca
travelodge.ca/development
OVER 100 LOCATIONS
ACROSS CANADA
THE FRANCHISE REPORT
The
FRANCHISED
Future
Hotel franchisors and franchisees
have faced steep challenges in
the past year, but there’s hope
for brighter days ahead
BY DANIELLE SCHALK
OTEL FRANCHISE companies spent much
of 2020 in defense mode, responding to the COVID-19
crisis with franchisee-support packages, new policies and
procedures and heightened levels of communication, while
also working with industry associations to advocate for
government support. And, while navigating the pandemic has
been challenging and forced major hotel companies to make
a lot of tough decisions, the franchisors that most effectively
supported and guided franchisees through the crisis are
expected to see a return on their investment.
Brian Leon, president, Choice Hotels Canada, describes
the current economic uncertainty as a “double-edged
hoteliermagazine.com JANUARY/FEBRUARY 2021 | 7
INDUSTRY
INPUT
MARRIOTT INTERNATIONAL: “We’ve had an
unprecedented level of engagement with [our owner
and franchisee community] this year, including weekly
webinars in many regions and more frequent interactions
with our owner advisory committees,” Arne Sorenson,
president and CEO, Marriott International, said
during the company’s third-quarter
investors’ call. “We’re deeply
committed to working closely
together to manage through these
challenging times. We remain
focused onreducing their costs
as much as possible in this
environment.”
sword”
in terms of its
impact on hotel
franchising. “We
saw very significant
impact and have
seen the availability
of financing [dry up], so
that translates to a negative
impact on new-build growth,”
he explains. “We’ve also seen a
big reduction in hotel transactions, [which] are often a good
source of conversion growth for a system like ours.”
Combined, this has resulted in a “primarily negative impact
on growth in the short term,” says Leon, adding, “We are
seeing that change and there are some positives that come out
of this as well.”
“What we’re going to see, in hotel franchising, is a lot of hotel
owners question what they’re getting out of their franchisors and
wanting to make sure they’re getting [good] value,” says Leon.
“And, those of us that are able to provide that great value [are
going to see] really good opportunities to continue to grow.”
In the current environment, a key part of that value is
consumer confidence. With cleanliness and safety top of mind
for current and future travel, it’s expected that trusted brands
will hold an advantage over their competition going forward.
“What we may have demonstrated to hotels that are not
presently affiliated with any brand is that there’s some solid
merit in having a brand affiliation, because you do get the
weight of global brands to come to the table to create these
policies and procedures in a fast, efficient manner,” says Irwin
Prince, president and COO of Realstar Hospitality — franchisor
of the Days Inn, Motel 6 and Studio 6 brands in Canada.
FUTURE DEVELOPMENT
The circumstances of the past year led to the delay of hotel
openings, as well as a reduction in the number of new
signings, effectively stunting the growth of franchise brands.
But, even by the end of the year, signs were improving.
In its Q3 2020 earnings report, Marriott International indicated
strong openings in the quarter, with net rooms growth for the
year expected to reach 2.5 to three per cent. And, the company’s
president and CEO, Arne Sorenson stated, “Although signings
are not as strong as in 2019, they’re quite solid considering the
extraordinary impact of COVID-19 on our industry…We’re also
encouraged by the increasing number of conversations we’re
having around conversions.”
Leon also stresses that new opportunities will present
themselves. “With the reduced pipeline of new hotels
coming online…as demand comes back to the market,
there will be a more favourable demand-supply
relationship,” he explains. “That’s going to create some
good new-hotel development opportunities.”
That said, Leon expects Choice will see more
immediate gains on the conversion front, as independent
hoteliers recognize the value of branded systems, which
has been proven through the crisis. “The support we’ve been
providing to our hotels has been a good story for our company,”
he says. “Our development team, [is] getting calls from people
saying ‘we hear good things about Choice and we want to talk
about branding in the future.’”
And, Leon isn’t the only one to hold this sentiment. “In
the near term, quality brands should benefit as investors
are expected to focus on brand companies that have shown
they’re out-performing the market based on strong programs
in place in response to COVID-19,” agrees Tim Marvin, EVP
of U.S.-based JLL’s Hotels & Hospitality Group.
And, in May, Ralph Hollister, Travel & Tourism analyst for
London-based GlobalData, noted COVID-19 may accelerate
the trend of independent hotels joining soft brands. “Large,
multi-national chains have the brand and marketing power
to outline new hygiene standards to vast amounts of potential
guests,” he explains. “This may create a new pull factor that
could help large chains consume even more of the global
market share post-pandemic.”
With the industry’s segments impacted to varying degrees
by restrictions and uncertainty — and the resulting effects on
demand — some franchises are expected to outperform others
when it comes to future development.
According to data from CBRE Hotels, Canadian limitedservice
properties saw a 69-per-cent RevPAR decline in Q2
2020, while RevPAR for resorts dropped 83 per cent and 88 per
cent for full-service hotels. The company’s COVID-19 Recovery
Framework also highlights limited-service properties as the
first segment to see recovery as local leisure and local/regional
corporate travel return, followed closely by focused-service and
extended-stay. By comparison, business is not expected to return
to full-service and resort properties until much later, due to their
reliance on group and business travel.
As Marvin points out, companies that specialize in the
property types that have shown resiliency and performed well
through the pandemic “are expected to outperform and it’s
likely more developers will adjust their short-term strategies
to take advantage of these dynamics.”
“We’ve seen that our midscale segment has significantly
outperformed the overall industry,” Leon explains. “From a
standpoint of profitability, [operators have] realized our limitedservice
hotels can be operated efficiently [and] have a great
agility to be able to respond to things like the [fluctuating]
occupancy rates we’ve seen.”
Leon points to Choice’s Quality and Clarion Pointe as
mid-scale conversion brands that are poised to present key
growth opportunities as the industry moves forward. For more
up-scale conversions, he calls out the Ascend Collection soft
brand as a key opportunity.
Choice H
Penticto
Garry H
8 | JANUARY/FEBRUARY 2021
hoteliermagazine.com
LONG-TERM LOOK
There are other shifts expected to develop within hotel
franchising, in the mid- to long-term, as travel recovers and
we move through the post-pandemic world.
Marvin notes the pandemic crisis may have a lasting impact
on the structure of major franchise companies. “Historically,
many brand companies have pushed to maintain a significant
mix of managed assets under their brand portfolios. This
strategic decision is to help protect the brands (particularly
luxury brands) by controlling operations, as well as to provide
revenue to support large management infrastructures,” he
explains. “During COVID-19, brand companies have downsized
their organizations in an effort to reduce expenses. As franchising
requires less support and infrastructure than managing properties,
we’re seeing brands more willing to franchise than in the past.
It’s likely brand companies will use this time to permanently
re-structure their organizations to become more profitable
and franchising will be more prevalent.”
Also among the lasting shifts will be changes to brand
standards. “One of the things we’re looking at pretty aggressively
— and I suspect some of our competitors are, too — is
opportunities to eliminate costs from the business,” says Leon.
As he explains, short-term service changes caused by
COVID-19 restrictions have caused some to re-think offerings.
As an example, he says, “My expectation would be breakfast
isn’t going to go back to exactly the way it was before.
Complimentary breakfast will come back and still be part of
the value proposition for guests, but [will] probably look a
little bit different.”
What will this look like? Leon suggest a greater focus on
grab-and-go offerings could be in store.
Other changes could include more rooms featuring kitchenettes,
eliminating in-room coffee, greater use of technology
and streamlined operations.
“The pandemic has accelerated the pace of change
on some of these fronts,” says Prince, who points to how
frequently rooms are cleaned during a stay as a key area
where shifts are taking place.
In fact, a U.S. customer survey conducted in May by Fuel,
a South Carolina-based software and marketing company,
revealed travellers have varying opinions when it comes to
the level of housekeeping service desired during their future
hotel stays. ‘Only when requested’ emerged as the most
popular response, being the preferred service level for 29 per
cent of respondents. However, this increased to 35 per cent
for the millennial cohort. Daily full-service housekeeping is
still preferred by 22 per cent of respondents, while another 22
per cent would like daily towel changes.◆
PHOTO BY STUART BISH (CHOICE HOTELS CANADA'S HOTEL PENTICTON)
INDUSTRY
INPUT
otels Canada's Hotel
n (above) and Fort
otel
WYNDHAM HOTELS & RESORTS:
“Though it has been a tumultuous time for all of us in our industry, our
teams continue to innovate with an eye towards the future, [and] with
an eye towards maximizing the value we provide to our franchisees. We
recently deployed three state-of-the-art initiatives aimed at increasing
bookings at our hotels and increasing overall franchisee profitability,”
Geoffrey A. Ballotti, president and CEO, Wyndham Hotels & Resorts said
during the company’s 2020 Q3 earnings call, highlighting its broadened
digital investment strategy, Wyndham Direct and the company’s updated
mobile app, which launched in September.
INTERCONTINENTAL HOTEL GROUP (IHG):
“We’re in partnership with our owners, so it’s hugely important to us that
our owners succeed. Many of them we have been in partnership with
for decades, so we’ll do everything we can to bring business into the
hotels — that is the most important thing that we can do right now,” Paul
Edgecliffe-Johnson, CFO, IHG PLC, said during the company’s Q3 2020
results call. “We can help them think about their manning models and
how they reduce costs. We can help them with any information they
might need for re-financing, et cetera, but the greatest benefit we can do
is deploy our systems and our outperformance to drive the greatest possible
level of revenue to their hotels.”
hoteliermagazine.com JANUARY/FEBRUARY 2021 | 9
Open the door to more.
When looking for an investment opportunity that gives more of everything it takes to
help you succeed — open the door to the hotel business. No hotel experience is required.
Choice helps you every step of the way, from reservations, property support, marketing,
technology — we’re with you as you get ready to open for business and every day after.
With more than 25 years of dedicated Canadian expertise, and over 80 years of experience
internationally, we provide every franchisee with the resources it takes to succeed.
Open the door to more, today.
ChoiceHotelsDevelopment.ca
©2021 Choice Hotels Canada Inc. All Rights Reserved.
THE 2021
FRANCHISE
REPORT
AC HOTELS
Marriott International, Inc.
2425 Matheson Blvd. E., Ste. 100
Mississauga, ON L4W 5K4
905-366-5208
marriottdevelopment.com
Regional VP, Lodging
Development, Canada: Paul Loehr
VP, Lodging Development, Canada:
Aaron Laurie
Director, Lodging Development,
Canada: Duncan Chiu
History, Plans
- first AC Hotel opened in 2011
- one property in Canada; 173
outside of Canada
- one property in the pipeline
for Canada
Franchise Costs
- initial franchise fee US$90,000
plus US$500/room in excess of 150
- royalty fee 5.5% of GRS
- program services contribution
3.85% of GRS (includes a
contribution to the marketing
fund of 2.5% of GRS); plus
US$10,000/year; plus US$220/
room/year
Services
- advertising/marketing
- design
- management
- purchasing
- staff training
- supplies
ALOFT HOTELS
Marriott International, Inc.
2425 Matheson Blvd. E., Ste. 100
Mississauga, ON L4W 5K4
905-366-5208
marriottdevelopment.com
Regional VP, Lodging
Development, Canada: Paul Loehr
VP, Lodging Development, Canada:
Aaron Laurie
Director, Lodging Development,
Canada: Duncan Chiu
History, Plans
- first Aloft Hotel opened in 2008
- three properties in Canada; 186
outside of Canada
- one property in the pipeline
for Canada
Franchise Costs
- initial franchise fee US$75,000
plus US$500/room in excess of 50
- royalty fee 5.5% of GRS
- program services contribution
3.15% of GRS (includes a contribution
to the marketing fund of 1%
of GRS); plus US$10,000/year; plus
US$220/room/year.
Services
- advertising/marketing
- design
- management
- purchasing
- site location
- site review and analysis
- staff training
- supplies
ASCEND HOTEL COLLECTION
Choice Hotels Canada Inc.
5015 Spectrum Way, Ste. 400
Mississauga, ON L4W 0E4
905-206-7316
choicehotelsdevelopment.ca
President: Brian Leon
History, Plans
- established in Canada in 2009
- 23 properties in Canada; 300
outside of Canada (all franchised)
Franchise Costs
- initial franchise fee $300/room;
minimum $45,000
- advertising fee 1.25%
- royalty fee 4%
- reservation fee 1.25%
Services
- advertising/marketing
- design
- staff training
- supplies
AUTOGRAPH COLLECTION
Marriott International, Inc.
2425 Matheson Blvd. E., Ste. 100
Mississauga, ON L4W 5K4
905-366-5208
marriottdevelopment.com
Regional VP, Lodging
Development, Canada: Paul Loehr
VP, Lodging Development, Canada:
Aaron Laurie
Director, Lodging Development,
Canada: Duncan Chiu
History, Plans
- first Autograph property opened
in 2010
- five properties in Canada; 197
outside of Canada
- four properties in the pipeline
for Canada
Franchise costs
- initial application fee US$100,000
plus US$400/room in excess of 250
- royalty fee 5% of GRS
- program services contribution
2.02% of GRS (includes a contribution
to the marketing fund of
1.5% of GRS); plus US$40,000/year;
plus US$450/room/year
Services
- advertising/marketing
- design
- management
- purchasing
- staff training
- supplies
AVID HOTELS
InterContinental Hotels Group (IHG)
2 Robert Speck Pkwy., Ste. 600
Mississauga, ON L4Z 1H8
416-675-6644
avidhotels.com
Regional Director, Upscale and
Mainstream Development, Canada:
Stuart Laurie
History, Plans
- established in 2017
- 14 properties outside of Canada
- plans to add six properties in
Canada
Franchise Costs
- total investment $7,686,735
to $11,210,260
- royalty fee 5% GRR
- marketing fee 3% GRR
- application fee $500/room;
$50,000 minimum
Services
- advertising/marketing
- design
- management
- site selection
- staff training
- supplies
BAYMONT BY WYNDHAM
Wyndham Hotels & Resorts
22 Sylvan Way
Parsippany, NJ 07054
800-889-9710
wyndhamdevelopment.com
EVP and Chief Development
Officer: Chip Ohlsson
History, Plans
- established in 1974
- three properties in Canada (all
franchised); 522 outside of Canada
Franchise Costs
- initial franchise fee: the greater of
$30,500 or $260 per/room for
conversion; $29,000 or $260 per/
room for new construction
- total investment $86,371 to
$7,026,711
- marketing fee 3.5% of GRR
(marketing contribution of 2%
and basic reservation fee of 1.5%)
- royalty fee 5% of GRR
Services
- advertising/marketing
- development/design
- financial assistance
- lease negotiation
- purchasing
- quality control
- reservation systems
- sales
- staff training
- supplies
- technical services
hoteliermagazine.com
JANUARY/FEBRUARY 2021 | 11
THE 2021
FRANCHISE
REPORT
BEST WESTERN HOTELS
& RESORTS
6557 Mississauga Rd., Unit D
Meadowvale Ct. 1
Mississauga, ON L5N 1A6
905-816-4787
bestwestern.com
President: David Kong
History, Plans
- established in 1946 in Long
Beach, Calif.
- 197 properties in Canada; 3,456
outside of Canada
Franchise Costs
- initial franchise fee $49,000
minimum, plus $200/room
for properties with more than
50 rooms
- marketing fee 0.9% of GRR
- royalty fee $1.57/room/day based
on 100 room hotel
Services
- advertising/marketing
- design
- lease negotiation
- management
- purchasing
- revenue management
- site location
- staff training
- supplies
CAMBRIA SUITES
Choice Hotels International
1 Choice Hotels Cir., Ste. 400
Rockville, MD 20850
800-547-0007
choicehotelsdevelopment.com
President & CEO: Pat Pacious
SVP, Franchise Development,
Upscale Brands: Mark Shalala
History, Plans
- founded in 2007
- no properties in Canada; 53
outside of Canada
Franchise Costs
- application fee $5,000
- initial fee $500/room; minimum
of $60,000
- royalty fee 6% GRR
- system fee 3% GRR
CANADAS BEST VALUE INN
Red Lion Hotels Franchising, Inc.
1550 Market St., Ste. 425
Denver, CO 80202
866-437-4878
franchise.rlhco.com
EVP, Lodging Development &
Franchise Operations:
Harry Sladich
VP, New Development:
Christopher Slattery
History, Plans
- established in 1999
- franchised by Red Lion Hotels
Franchising Canada, Inc.,
since 2017
- 20 properties in Canada
- sister brand, Americas Best Value
Inn, franchised in the U.S., has
562 properties
Franchise Costs
- initial/application Fee $16,500 for
first 50 rooms; $150/room over 50
monthly membership fee:
(royalty) first 50 rooms $23.50/
room/month; 51 to 75 rooms
$19.50/room/month; 76+ rooms
$18.50/room/month ($860
monthly minimum)
- marketing fee $17/room/month
- no loyalty fees
Services
- advertising/marketing
- CRS and CRO
- guest-recognition program
- revenue-management assistance
- sales
CANDLEWOOD SUITES
InterContinental Hotels Group (IHG)
2 Robert Speck Pkwy., Ste. 600
Mississauga, ON L4Z 1H8
416-675-6644
candlewoodsuites.com
Regional Director, Midscale
Franchise Sales & Development,
Canada: Stuart Laurie
History, Plans
- established 1995
- two franchised properties in
Canada; 405 outside of Canada
- plans to add five properties
in Canada
Franchise Costs
- total investment $8,992,560
to $12,373,515
- royalty fee 5% GSR
- marketing fee 2.5 % GSR
- application fee: 500/guest suite;
$50,000 minimum
Services
- advertising/marketing
- design
- management
- site location
- staff training
- supplies
CLARION
Choice Hotels Canada Inc.
5015 Spectrum Way, Ste. 400
Mississauga, ON L4W 0E4
905-206-7316
choicehotelsdevelopment.ca
President: Brian Leon
History, Plans
- established in 1994 in Canada
- nine properties in Canada; 275
outside of Canada (all franchised)
Franchise Costs
- initial franchise fee $300/room;
minimum $35,000
- advertising fee 1.25%
- royalty fee 2.5%
- reservation fee 1.25%
Services
- advertising/marketing
- design
- staff training
- supplies
CLARION POINTE
Choice Hotels Canada Inc.
5015 Spectrum Way, Ste. 400
Mississauga, ON L4W 0E4
905-206-7316
choicehotelsdevelopment.ca
President: Brian Leon
History, Plans
- established in 2020 in Canada
- no properties in Canada; 20
outside of Canada (all franchised)
Franchise Costs
- initial franchise fee $300/room;
minimum $35,000
- advertising fee 1.25%
- royalty fee 2.5%
- reservation fee 1.25%
Services
- advertising/marketing
- design
- staff training
- supplies
COAST HOTELS
APA Hotel International Limited
700 - 535 Thurlow St.
Vancouver, B.C., V6E 3L2
604-642-4104
coasthotels.com/managementfranchise/
Vice-President, Development:
Mark Hope
History, Plans
- established in 1972 in Gold River/
Tahsis, B.C.
- 27 properties in Canada; 10
outside of Canada (28 franchised)
- continued expansion planned in
Western Canada
Franchise Costs
- initial franchise fee $15,000
minimum or $150 per/room,
whichever is greater
- advertising fee 2%
- distribution fee 1.5%
(reservations fee)
- royalty fee 2%
- revenue management fee 1%
- other fees
Services
- accounting
- advertising/marketing
- design
- lease negotiation
- management
- purchasing
- revenue management
- reservations and distribution
- site location
- staff training
- supplies
12 | JANUARY/FEBRUARY 2021 hoteliermagazine.com
THE 2021
FRANCHISE
REPORT
COMFORT
Choice Hotels Canada Inc.
5015 Spectrum Way, Ste. 400
Mississauga, ON L4W 0E4
905-206-7316
choicehotelsdevelopment.ca
President: Brian Leon
History, Plans
- established in 1989 in Canada
- 149 properties in Canada; 1,954
outside of Canada (all franchised)
Franchise Costs
- initial franchise fee $300/
room; minimum $40,000
- advertising fee 1.3%
- royalty fee 5%
- reservation fee 1.75%
Services
- advertising/marketing
- design
- staff training
- supplies
COUNTRY INN & SUITES
BY RADISSON
Radisson Hotel Group
701 Carlson Pkwy., Ste. 300,
MS 4001
Minnetonka, MN 55305
800-336-3301
countryinn.com
CEO: Jim Alderman
COO, Franchise Operations:
Aly El-Bassuni
Chief Development Officer:
Phil Hugh
History, Plans
- established in 1986 in
Minneapolis, Minn.
- eight properties in Canada;
476 outside of Canada
(465 franchised)
- plans to open a new property
in Ajax, Ont. and elsewhere
throughout Canada
Franchise Costs
- initial franchise fee US$50,000
- total cost US$1,927,024
to $9,625,369
- royalty fee 5%
- advertising fee 2.5%
- distribution fee 1.25%
Services
- advertising/marketing
- design
- management
- purchasing
- staff training
- supplies
COURTYARD BY MARRIOTT
Marriott International, Inc.
2425 Matheson Blvd. E., Ste. 100
Mississauga, ON L4W 5K4
905-366-5208
marriottdevelopment.com
Regional VP, Lodging
Development, Canada: Paul Loehr
VP, Lodging Development,
Canada: Aaron Laurie
Director, Lodging Development,
Canada: Duncan Chiu
History, Plans
- established in 1983
- 34 properties in Canada; 1,230
outside of Canada
- 13 properties in the pipeline
for Canada
Franchise Costs
- initial franchise fee US$90,000;
plus US$500/room in excess of 150
- royalty fee 6% of GRS
- program services contribution
3.35% of GRS (includes market
ing-fund contribution of 2%
GRS); plus US$10,000/year;
plus US$220/room/year.
Services
- advertising/marketing
- design
- management
- purchasing
- staff training
- supplies
CROWNE PLAZA HOTELS
AND RESORTS
InterContinental Hotels Group (IHG)
2 Robert Speck Pkwy., Ste. 600
Mississauga, ON L4Z 1H8
416-675-6644
crowneplaza.com
SVP, Upscale Development:
Julienne Smith
Vice-President, Upscale
Development: Jim Erlacher
Vice-President, Upscale
Development (Western Canada):
Jeff Summers
development.ihg.com
History, Plans
- established in 1983
- seven properties in Canada
(all franchised); 418 outside
of Canada
Franchise Costs
- total investment $29,831,350 -
$64,324,700
- royalty fee 5% GRR
- marketing fee 3% GRR
- application fee $500/guest room;
$75,000 minimum
Services
- advertising/marketing
- design
- management
- site location
- staff training
- supplies
DAYS INNS. HOTELS. SUITES
Days Inns - Canada
Master Franchisor in Canada
Realstar Hotel Services Corp.,
Division of Realstar Hospitality
77 Bloor St. W., Ste. 2000
Toronto, ON M5S 1M2
416-966-8387
daysinn.ca
President and COO: Irwin Prince
History, Plans
- franchising in Canada since 1992
- 115 franchised properties in
Canada; 1,600-plus
outside of Canada
- plans to add five (+/-) properties
in Canada
Franchise Costs
- initial franchise fee minimum
$45,000
- royalty fee 5%
- marketing fee 1.5%
- reservations fee 2.3%
Services
- advertising/marketing
- design
- global reservations
- national sales network
- operational support
- purchasing
- site review and analysis
- staff training
- tradeshow representation
DELTA HOTELS BY MARRIOTT
Marriott International, Inc.
2425 Matheson Blvd. E., Ste. 100
Mississauga, ON L4W 5K4
905-366-5208
marriottdevelopment.com
Regional VP, Lodging
Development, Canada: Paul Loehr
VP, Lodging Development,
Canada: Aaron Laurie
Director, Lodging Development,
Canada: Duncan Chiu
History, Plans
- acquired Delta Hotels and
Resorts in 2015
- 37 properties in Canada; 44
outside of Canada
- three properties in the pipeline
for Canada
Franchise Costs
- initial application fee US$100,000;
plus US$400/room in excess
of 250
- royalty fee 5% of GRS
- program services contribution
2.16% of GRS (includes marketing-fund
contribution of 1.5%
GRS); plus US$45,000/year;
plus US$380/room/year
Services
- advertising/marketing
- design
- management
- purchasing
- staff training
- supplies
hoteliermagazine.com
JANUARY/FEBRUARY 2021 | 13
THE 2021
FRANCHISE
REPORT
DOUBLETREE BY HILTON
Hilton
7930 Jones Branch Dr.
McLean, VA 22102
703-883-1000
hilton.com/en/corporate/
development/
President & CEO:
Christopher Nassetta
Senior Director, Development,
Canada: Jeff Cury
History, Plans
- established in 1969
- 18 properties in Canada (all
franchised); 592 outside of
Canada
Franchise Costs
- initial franchise fee US$75,000
for the first 250 rooms; plus
US$400 per additional room
- royalty fee: 5% of GRR
Services
- advertising/marketing
- design
- loyalty program
- management
- purchasing
- site location
- staff training
- supplies
ECONO LODGE
Choice Hotels Canada Inc.
5015 Spectrum Way, Ste. 400
Mississauga, ON L4W 0E4
905-206-7316
choicehotelsdevelopment.ca
President: Brian Leon
History, Plans
- established in 1990 in Canada
- 40 properties in Canada; 792
outside of Canada (all
franchised)
Franchise Costs
- initial franchise fee $250/room;
minimum $25,000
- advertising fee 1.25%
- royalty fee 4%
- reservation fee 1.25%
Services
- advertising/marketing
- design
- staff training
- supplies
ELEMENT HOTELS
Marriott International, Inc.
2425 Matheson Blvd. E., Ste. 100
Mississauga, ON L4W 5K4
905-366-5208
marriottdevelopment.com
Regional VP, Lodging
Development, Canada: Paul Loehr
VP, Lodging Development,
Canada: Aaron Laurie
Director, Lodging Development,
Canada: Duncan Chiu
History, Plans
- first Element Hotel opened
in 2008
- five properties in Canada, 57
outside of Canada
- no properties in the pipeline
for Canada
Franchise Costs
- initial franchise fee US$75,000
plus US$500/room in excess
of 150
- royalty fee 5.5% of GRS
- program services contribution
3.15% of GRS (includes marketing-fund
contribution of 1%
GRS); plus US$10,000/year;
plus US$220/room/year
Services
- advertising/marketing
- design
- management
- purchasing
- staff training
- supplies
EMBASSY SUITES BY HILTON
Hilton
7930 Jones Branch Dr.
McLean, VA 22102
703-883-1000
hilton.com/en/corporate/
development/
President & CEO: Christopher
Nassetta
Senior Director, Development,
Canada: Jeff Cury
History, Plans
- established in 1984
- four properties in Canada
(all franchised); 254 outside
of Canada
Franchise Costs
- initial franchise fee US$75,000
for the first 250 rooms, plus
US$400 per additional room
- royalty Fee 3.5% of GRR year one;
4.5% year two; 5.5% year three
and thereafter
Services
- advertising/marketing
- design
- loyalty program
- management
- purchasing
- site location
- staff training
- supplies
EXECUTIVE HOTELS
AND RESORTS
1080 Howe St., 8th Fl.
Vancouver, BC V6Z 2T1
604-642-5250
executivehotels.net
President: Salim Sayani
History, Plans
- established in 1986 in Vancouver
- 11 properties in Canada, three
outside of Canada
Franchise Costs
- fees available upon request
Services
- advertising/marketing
- design
- lease negotiation
- management
- purchasing
- site location
- staff training
- supplies
FAIRFIELD INN & SUITES
Marriott International, Inc.
2425 Matheson Blvd. E., Ste. 100
Mississauga, ON L4W 5K4
905-366-5208
marriottdevelopment.com
Regional VP, Lodging
Development, Canada: Paul Loehr
VP, Lodging Development,
Canada: Aaron Laurie
Director, Lodging Development,
Canada: Duncan Chiu
History, Plans
- established 1987
- 25 properties in Canada; 1,083
outside of Canada
- 20 properties in the pipeline
for Canada
Franchise Costs
- initial franchise fee US$75,000;
plus US$400/room in excess of
125
- royalty fee 5.5% of GRS
- program services contribution
3.85% of GRS (includes marketing-fund
contribution of 2.5%
GRS); plus US$7,000/year;
plus US$135/room/year.
Services
- advertising/marketing
- design
- management
- purchasing
- staff training
- supplies
FOUR POINTS BY SHERATON
Marriott International, Inc.
2425 Matheson Blvd. E., Ste. 100
Mississauga, ON L4W 5K4
905-366-5208
marriottdevelopment.com
Regional VP, Lodging
Development, Canada: Paul Loehr
VP, Lodging Development,
Canada: Aaron Laurie
Director, Lodging Development,
Canada: Duncan Chiu
History, Plans
- established 1995
- 35 properties in Canada; 256
outside of Canada
- seven properties in the pipeline
for Canada
14 | JANUARY/FEBRUARY 2021 hoteliermagazine.com
THE 2021
FRANCHISE
REPORT
Franchise Costs
- initial franchise fee US$75,000;
plus US$400/room in excess of 150
- royalty fee 5.5% of GRS
- program services contribution
3.15% of GRS (includes a contribution
to the marketing fund of
1% of GRS); plus US$10,000/year;
plus US$220/room/year.
Services
- advertising/marketing
- design
- management
- purchasing
- staff training
- supplies
GUESTHOUSE EXTENDED STAY
Red Lion Hotels Franchising, Inc.
1550 Market St., Ste. 425
Denver, CO 80202
866-437-4878
franchise.rlhco.com
EVP, Lodging Development &
Franchise Operations:
Harry Sladich
VP, New Development:
Christopher Slattery
History, Plans
- franchising, Inc. since 2015
- re-launched as extended-stay
brand in late 2020
- 18 properties outside of Canada
- expansion planned for Canada
Franchise Costs
- application fee $20,000 for first
60 rooms; plus $150/room over 70
- flat membership fee $60/room/
month (includes royalty and
marketing)
- no loyalty Fees
Services
- advertising/marketing
- CRM
- CRS and CRO
- design
- guest recognition program
procurement
- revenue-management
assistance
- site selection
- supplies
- sales and support
HAMPTON BY HILTON
Hilton
7930 Jones Branch Dr.
McLean, VA 22102
703-883-1000
hilton.com/en/corporate/
development/
President & CEO: Christopher
Nassetta
Senior director, Development,
Canada: Jeff Cury
History, Plans
- established in 1984
- 62 properties in Canada (57
franchised); 2,583 outside
of Canada
Franchise Costs
- initial franchise fee US$75,000
for the first 150 rooms, plus
US$400 per additional room
- royalty fee 6% of GRR
Services
- advertising/marketing
- design
- Hilton HHonors guest-reward
program
- management
- purchasing
- site location
- staff training
- supplies
HAWTHORN SUITES
BY WYNDHAM
Wyndham Hotels & Resorts
22 Sylvian Way
Parsippany, NJ 07054
800-889-9710
wyndhamdevelopment.com
EVP and Chief Development
Officer: Chip Ohlsson
History, Plans
- 110 properties outside of Canada
Franchise Costs
- initial fee for construction equal
to the greater of $44,500 or
$400/room; for conversion of
$40,000 or $400/room
- royalty fee 5.5% GRR
- marketing/reservation
contribution 2.5% GRR
Services
- architectural services
- advertising/marketing
- design
- development
- field support
- financial assistance
- lease negotiation
- management
- purchasing
- quality control
- reservation systems
- staff training
- supplies
HILTON GARDEN INN
Hilton
7930 Jones Branch Dr.
McLean, VA 22102
703-883-1000
hilton.com/en/corporate/
development/
President & CEO:
Christopher Nassetta
Senior Director, Development,
Canada: Jeff Cury
History, Plans
- established in 1996
- 27 properties in Canada (all
franchised); 861 outside of
Canada
Franchise Costs
- initial franchise fee US$75,000
for the first 150 rooms, plus
US$400 per additional room
- royalty fee 5.5% of GRR
Services
- advertising/marketing
- design
- loyalty program
- management
- purchasing
- site location
- staff training
- supplies
HILTON HOTELS & RESORTS
Hilton
7930 Jones Branch Dr.
McLean, VA 22102
703-883-1000
hilton.com/en/corporate/
development/
President & CEO: Christopher
Nassetta
Senior director, Development,
Canada: Jeff Cury
History, Plans
- established in 1925 in Texas
- 13 properties in Canada (nine
franchised); 565 outside of
Canada
Franchise Costs
- Initial franchise fee: US$75,000
for the first 250 rooms, plus
US$400 per additional room
- Royalty Fee: 5% of Gross
Rooms Revenue
Services
- advertising/marketing
- design
- Hilton HHonors guest-reward
program
- management
- purchasing
- site location
- staff training
- supplies
HOLIDAY INN EXPRESS
InterContinental Hotels Group (IHG)
2 Robert Speck Pkwy., Ste. 600
Mississauga, ON L4Z 1H8
416-675-6644
holidayinnexpress.com
Regional Director, Midscale
Franchise Sales & Development,
Canada: Stuart Laurie
History, Plans
- established in 1991
- 106 Franchised Properties in
Canada; 2,720 outside of Canada
- Plans to add 30 units in Canada
hoteliermagazine.com
JANUARY/FEBRUARY 2021 | 15
THE 2021
FRANCHISE
REPORT
Franchise Costs
- total investment $7,881,597 to
$11,081,667
- royalty fee 6%GRR
- marketing fee 3% GRR
- application fee $500/room;
$50,000 minimum
Services:
- advertising/marketing
- design
- management
- site location
- staff training
- supplies
HOLIDAY INN HOTELS
AND RESORTS
InterContinental Hotels Group (IHG)
2 Robert Speck Pkwy., Ste. 600
Mississauga, ON L4Z 1H8
416-675-6644
holidayinn.com
Regional Director, Midscale
Franchise Sales & Development,
Canada: Stuart Laurie
History, Plans
- established in 1952
- 57 franchised properties in
Canada; 1,192 outside of Canada
- plans to add four properties in
Canada
Franchise Costs
- total investment $14,078,650
to $24,969,320
- royalty fee 5% GRR
- marketing fee 3% GRR
- application fee $500/room;
$50,000 Minimum
Services:
- advertising/marketing
- design
- management
- site location
- staff training
- supplies
HOME2 SUITES BY HILTON
Hilton
7930 Jones Branch Dr.
McLean, VA 22102
703-883-1000
hilton.com/en/corporate/
development/
President & CEO:
Christopher Nassetta
Senior Director, Development,
Canada: Jeff Cury
History, Plans
- established in 2009
- seven franchised properties in
Canada (all franchised); 441
outside of Canada
Franchise Costs
- US$75,000 flat franchise fee
- royalty fee: 5% of GRR
Services
- advertising/marketing
- design
- loyalty program
- management
- purchasing
- site location
- staff training
- supplies
HOMEWOOD SUITES
BY HILTON
Hilton
7930 Jones Branch Dr.
McLean, VA 22102
703-883-1000
hilton.com/en/corporate/
development/
President & CEO: Christopher
Nassetta
Senior Director, Development,
Canada: Jeff Cury
History, Plans
- established in 1989
- 21 properties in Canada (all
franchised); 491 outside of
Canada
Franchise Costs
- initial franchise fee US$75,000
for the first 150 rooms, plus
US$400 per additional room
- royalty fee 3.5% of GRR year one;
4.5% year two; 5.5% year three
and thereafter
Services
- advertising/marketing
- design
- loyalty program
- management
- purchasing
- site location
- staff training
- supplies
HOTEL RL
Red Lion Hotels Franchising, Inc.
1550 Market St., Ste. 425
Denver, CO 80202
866-437-4878
franchise.rlhco.com
EVP, Lodging Development &
Franchise Operations:
Harry Sladich
VP, New Development:
Christopher Slattery
History, Plans
- franchised in the U.S. since 2014
- eight properties outside of
Canada
- expansion underway in Canada
Franchise Costs
- application fee $50,000
- royalty flat fee $83.33/room/
month; marketing program flat
fee $8,333.33/month for one to
150 rooms and $12,500/month
for 151+ rooms
- no loyalty fees
Services
- advertising/marketing
- CRM
- CRS and CRO
- design
- guest recognition program
procurement
- revenue-management
assistance
- site selection
- supplies
- sales and support
HOWARD JOHNSON
BY WYNDHAM
Wyndham Hotels & Resorts
22 Sylvan Way
Parsippany, NJ 07054
800-889-9710
wyndhamdevelopment.com
EVP and Chief Development
Officer: Chip Ohlsson
History, Plans
- established in 1954
- 26 properties in Canada (all
franchised); 296 outside of Canada
Franchise Costs
- initial franchise fee the greater
of $35,000 or $350 per room for
conversion; $38,000 or $350/
room for new construction
- total investment $231,130 to
$9,733,080
- marketing fee 4% GRR
- royalty fee 4.5% GRR
Services
- advertising/marketing
- development/design
- financial assistance
- lease negotiation
- purchasing
- quality control
- reservation systems
- sales
- staff training
- supplies
- technical services
HYATT HOUSE
Hyatt Hotels Corporation
150 N. Riverside Plaza
Chicago, IL 60606
416-300-8215
hyattplace.com
Vice-President, Real Estate and
Development (Canada):
Scott Richer
16 | JANUARY/FEBRUARY 2021 hoteliermagazine.com
THE 2021
FRANCHISE
REPORT
History, Plans
- one franchised property in
Canada; 110 outside of Canada
franchised and managed)
- five in the pipeline for Canada
Franchise Costs
- application fee US$75,000; plus
US$500/room (over 150 rooms)
- royalty fee 5% GRR
- marketing fee 3.5% GRR
Services
- advertising/marketing
- design
- management
- purchasing
- site location
- staff training
- supplies
HYATT PLACE
Hyatt Hotels Corporation
150 N. Riverside Plaza
Chicago, IL 60606
416-300-8215
hyattplace.com
Vice-President, Real Estate and
Development (Canada):
Scott Richer
History, Plans
- established in/franchising
since 2005
- six franchised property in
Canada; 387 outside of Canada
16 in the pipeline for Canada
Franchise Costs
- application fee US$75,000; plus
US$500/room (over 150 rooms)
- royalty fee 5% GRR
- marketing fee 3.5% GRR
Services
- advertising/marketing
- design
- management
- purchasing
- site location
- staff training
- supplies
HYATT REGENCY
Hyatt Hotels Corporation
150 N. Riverside Plaza
Chicago, IL 60606
416-300-8215
hyattplace.com
Vice-President, Real Estate and
Development (Canada):
Scott Richer
History, Plans
- established in 1967; franchising
since 2006
- three managed properties in
Canada; 217 outside of Canada
- one property in the pipeline
for Canada
Franchise Costs
- application fee US$100,000 or
US$400/room (whichever is
greater)
- royalty fee 6% GRR; plus 3% F&B
- program fee availble to current
FDD
Services
- advertising/marketing
- design
- management
- purchasing
- site location
- staff training
- supplies
INTERCONTINENTAL
HOTELS & RESORTS
InterContinental Hotels Group (IHG)
2 Robert Speck Pkwy., Ste. 600
Mississauga, ON L4Z 1H8
416-675-6644
intercontinental.com
SVP, Development Upscale &
Luxury and Transactions & Asset
Management: Julienne Smith
development.ihg.com
History, Plans
- established in 1946
- three properties in Canada
(all managed); 207 outside
of Canada
Franchise Costs
- total investment $76,741,115
to $111,703,605
- royalty fee 5% GRR
- marketing fee 3% GRR
- application fee $500/room;
$75,000 minimum
Services
- advertising/marketing
- design
- management
- site location
- staff training
- supplies
KIMPTON HOTELS
& RESTAURANTS
InterContinental Hotels Group (IHG)
2 Robert Speck Pkwy., Ste. 600
Mississauga, ON L4Z 1H8
416-675-6644
kimptonhotels.com
Vice-President, Development:
Dan Thorman
development.ihg.com
History, Plans
- established in 1981
- one franchised property in
Canada; 71 outside of Canada
Franchise Costs
- total investment $49,789,087
to $70,127,050
- royalty fee 6% GRR; plus 2% of
gross food-and-beverage sales
- marketing fee 3% GRR
- application fee $500/room;
$75,000 minimum
Services
- advertising/marketing
- design
- management
- site selection
- staff training
- supplies
KNIGHTS INN
Red Lion Hotels Franchising, Inc.
1550 Market St., Ste. 425
Denver, CO 80202
866-437-4878
franchise.rlhco.com
EVP, Lodging Development &
Franchise Operations:
Harry Sladich
VP, New Development:
Christopher Slattery
History, Plans
- franchised by Red Lion Hotels
Franchising, Inc., since 2018
- 20 properties in Canada; 187
outside of Canada
- expansion underway in Canada
Franchise Costs
- initial/application fee $16,500 for
first 50 rooms; $150/room over 50
- royalty for first 50 rooms
$23.50/room/month; 51 to 75
rooms $19.50/room/month; 76+
rooms $18.50/room/month ($860
monthly minimum)
- marketing fee $17/room/month
- no loyalty fees
Services
- advertising/marketing
- CRM
- CRS and CRO
- design
- guest recognition program
- procurement
- revenue-management assistance
- site selection
- supplies
- sales and support
LA QUINTA BY WYNDHAM
Wyndham Hotels & Resorts
22 Sylvan Way
Parsippany, NJ 07054
800-889-9710
wyndhamdevelopment.com
EVP and Chief Development
Officer: Chip Ohlsson
History, Plans
- established in 1968 in San
Antonio, Texas
- two franchised properties in
Canada; 926 outside of Canada
hoteliermagazine.com
JANUARY/FEBRUARY 2021 | 17
THE 2021
FRANCHISE
REPORT
Franchise Costs
- initial franchise fee $55,000
or $550/room
- total investment $3,663,491
to $12,590,023
- advertising fee 4.5%
- royalty fee 4.5%
Services
- advertising/marketing
- development/design
- financial assistance
- lease negotiation
- management
- purchasing
- quality control
- reservation systems
- sales
- staff training
- supplies
- technical services
LE MERIDIEN HOTELS
Marriott International, Inc.
2425 Matheson Blvd. E., Ste. 100
Mississauga, ON L4W 5K4
905-366-5208
marriottdevelopment.com
Regional VP, Lodging
Development, Canada:
Paul Loehr
VP, Lodging Development,
Canada: Aaron Laurie
Director, Lodging Development,
Canada: Duncan Chiu
History, Plans
- established in 1972
- one property in Canada; 110
outside of Canada
Franchise Costs
- initial application fee
US$100,000; plus US$400/room
in excess of 250
- royalty fee 5% of GRS, plus 2% of
gross food-and-beverage sales
- program services contribution
2.42% of GRS (includes marketingfund
contribution of 1%
GRS); plus US$50,000/year;
plus US$510/room/year
Services
- advertising/marketing
- design
- management
- purchasing
- staff training
- supplies
(THE) LUXURY COLLECTION
Marriott International, Inc.
2425 Matheson Blvd. E., Ste. 100
Mississauga, ON L4W 5K4
905-366-5208
marriottdevelopment.com
Regional VP, Lodging
Development, Canada:
Paul Loehr
VP, Lodging Development,
Canada: Aaron Laurie
Director, Lodging Development,
Canada: Duncan Chiu
History, Plans
- 118 properties outside of Canada
- one property in the pipeline
for Canada
Franchise Costs
- initial application fee
US$100,000; plus US$400/room
in excess of 250
- royalty fee 5% of GRS
- program service contribution
2.32% of GRS (includes marketingfund
contribution of 1%
GRS); plus US$40,000/year; plus
US$450/room/year
Services
- advertising/marketing
- design
- management
- purchasing
- staff training
- supplies
MAINSTAY SUITES
Choice Hotels International
1 Choice Hotels Cir., Ste. 400
Rockville, MD 20850
800-547-0007
choicehotelsdevelopment.com
President & CEO: Pat Pacious
SVP, Franchise Development,
Extended Stay: Ron Burgett
History, Plans
- founded in 1996
- one property in Canada; 74
outside of Canada (all franchised)
Franchise Costs
- application fee $5,000
- initial fee $300/room;
minimum of $50,000
- royalty fee 6% GRR
- system fee 2.5% GRR
MARRIOTT HOTELS & RESORTS
(INCLUDING JW MARRIOTT)
Marriott International, Inc.
2425 Matheson Blvd. E., Ste. 100
Mississauga, ON L4W 5K4
905-366-5208
marriottdevelopment.com
Regional VP, Lodging
Development, Canada:
Paul Loehr
VP, Lodging Development,
Canada: Aaron Laurie
Director, Lodging Development,
Canada: Duncan Chiu
History, Plans
- established in 1957
- 20 properties in Canada (3
JW and 17 MH); 638 outside of
Canada (87 JW and 570 MH)
- 661 properties outside of
Canada (97 JW and 564 MH)
- no properties in the pipeline
for Canada
Franchise Costs
- initial application fee
US$100,000; plus US$400/room
in excess of 250
- royalty fee 6% of GRS; plus 3% of
gross food-and-beverage sales
- program services contribution
1.62% of GRS (includes marketingfund
contribution of 1%
GRS); plus US$50,000/year; plus
US$510/room/year
Services
- advertising/marketing
- design
- management
- purchasing
- staff training
- supplies
MICROTEL BY WYNDHAM
Wyndham Hotels & Resorts
22 Sylvan Way
Parsippany, NJ 07054
800-889-9710
wyndhamdevelopment.com
EVP and Chief Development
Officer: Chip Ohlsson
History, Plans
- established in 1986
- 19 properties in Canada (all
franchised); 327 outside
of Canada
Franchise Costs
- initial franchise fee is the
greater of $43,000 or
$400/room
- total investment $5,609,207
to $6,654,769
- advertising fee 2% GRR
- royalty fee 6% GRR
Services
- advertising/marketing
- development/design
- financial assistance
- lease negotiation
- management
- purchasing
- quality control
- reservation systems
- sales
- staff training
- technical services
18 | JANUARY/FEBRUARY 2021 hoteliermagazine.com
TM
TM
THE 2021
FRANCHISE
REPORT
MICROTEL INN & SUITES
BY WYNDHAM
Master Territorial Developer in
Canada: MasterBuilt Hotels Ltd.
(Wyndham Hotels & Resorts)
1060 7th St. S.W., Ste. 200
Calgary, AB T2R 0C4
403-698-8528
masterbuilthotels.com
Executive Chairman: Marc Staniloff
Interim President: Marc Staniloff
History, Plans
- 19 properties in Canada
(seven franchised)
- properties under construction
in Kelowna, B.C. and Aurora,
Ont.; more than 15 in
development/planning stages
Franchise Costs
- initial franchise fee $40,000
- advertising fee 2%
- royalty fee 6%
- loyalty/rewards program fee 5%
Services
- advertising/marketing
- design
- lease negotiation
- management
- purchasing
- site location
- staff training
- supplies
Monte Carlo Inns
Your home away from home
MONTE CARLO INNS
Monte Carlo Hotel
Motel Innternational
218 Export Blvd., Ste. 601
Mississauga, ON L5S 0A7
888-564-6194
montecarloinns.com
VP of Operations: Justin Meffe
VP, Franchise Development:
Danny Pedone
History, Plans
- established in 1984
- eight properties in Canada
(all franchised)
- looking to expand in southern
Ontario
Franchise Report
- initial franchise fee $30,000
or $400/room
- advertising fee 2%
- royalty fee 5%
Services
- advertising/marketing
- design
- lease negotiation
- management
- purchasing
- site location
- staff training
- supplies
MOTEL 6
Master Franchisor in Canada
Realstar Hospitality Corp., Division
of Realstar Hospitality
(G6 Hospitality LLC)
77 Bloor St. W., Ste. 2000
Toronto, ON M5S 1M2
416-923-8387
motel6.com
President and COO: Irwin Prince
History, Plans
- franchising in Canada began
in 2003
- 30-plus franchised properties
in Canada; 1,400-plus outside
of Canada
- plans to add five (+/-) properties
in Canada
Franchise Costs
- initial franchise fee $40,000
- royalty fee 5%
- program fees 3.5%
Services
- advertising/marketing
- design
- global reservations
- operational support
- purchasing
- site review and analysis
- staff training
MOXY HOTELS
Marriott International, Inc.
2425 Matheson Blvd. E., Ste. 100
Mississauga, ON L4W 5K4
905-366-5208
marriottdevelopment.com
Regional VP, Lodging
Development, Canada: Paul Loehr
VP, Lodging Development,
Canada: Aaron Laurie
Director, Lodging Development,
Canada: Duncan Chiu
History, Plans
- established in 2014
- 71 properties outside of Canada
- two properties in the pipeline
for Canada
Franchise Costs
- initial application fee US$90,000;
plus US$500/room in excess of 150
- royalty fee 5.5% of GRS
- program services contribution
3.85% of GRS (includes marketingfund
contribution of 2.5%
GRS); plus US$7,000/year; plus
US$135/room/year
Services
- advertising/marketing
- design
- management
- purchasing
- staff training
- supplies
NOVOTEL CANADA
Accor North & Central America
155 Wellington St. W., Ste. 3300
Toronto, ON M5V 0C3
416-874-2600
group.accor.com
SVP Development, North &
Central America: Greg Doman
History, Plans
- first Novotel in Canada established
in 1985 in Mississauga, Ont.
- six properties in Canada; 506
worldwide
Franchise Costs
- initial franchise fee $300/room,
$50,000 min.
- advertising fee 1.5%
- distribution fee 2%
- royalty fee 5%
PARK INN BY RADISSON
Radisson Hotel Group
701 Carlson Parkway, Ste 300,
MS 4001
Minnetonka, MN 55305
1-800-336-3301
parkinn.com
CEO: Jim Alderman
COO: Aly El-Bassuni
Chief Development Officer:
Phil Hugh
History, Plans
- established in 1986 in
Minneapolis, Minn.
- 4 properties in Canada; 142
outside of Canada (70 franchised)
- plans to open new properties
throughout Canada
Franchise Costs
- initial franchise fee US$35,000
- total cost US$3,697,674 to
$20,956,027
- royalty fee 4.5%
- advertising fee 2%
- distribution fee 1.25%
Services
- advertising/marketing
- design
- management
- purchasing
- staff training
- supplies
QUALITY
Choice Hotels Canada Inc.
5015 Spectrum Way, Ste. 400
Mississauga, ON L4W 0E4
905-206-7316
choicehotelsdevelopment.ca
President: Brian Leon
History, Plans
- established in 1955 in Canada
- 97 properties in Canada; 1,896
outside of Canada (all
franchised)
Franchise Costs
- initial franchise fee $300/
room; minimum $35,000
- advertising fee 1.3%
- royalty fee 4%
- reservation fee 1.75%
hoteliermagazine.com
JANUARY/FEBRUARY 2021 | 19
THE 2021
FRANCHISE
REPORT
Services
- advertising/marketing
- design
- staff training
- supplies
RADISSON
Radisson Hotel Group
701 Carlson Pkwy., Ste. 300,
MS 4001
Minnetonka, MN 55305
800-336-3301
radisson.com
CEO: Jim Alderman
COO: Aly El-Bassuni
Chief Development Officer:
Phil Hugh
History, Plans
- established in 1962 in
Minneapolis, Minn.
- 13 properties in Canada; 162
outside of Canada (146
franchised)
- plans to open new properties
throughout Canada
Franchise Costs
- initial franchise fee US$75,000
- total cost US$9,998,790 to
$52,337,635
- royalty fee 5%
- advertising fee 2%
- distribution fee 2%
Services
- advertising/marketing
- design
- management
- purchasing
- staff training
- supplies
RADISSON BLU
Radisson Hotel Group
701 Carlson Parkway, Ste 300,
MS 4001
Minnetonka, MN 55305
1-800-336-3301
radissonblu.com
Chief Executive Officer:
Jim Alderman
Chief Operating Officer:
Aly El-Bassuni
Chief Development Officer:
Phil Hugh
History, Plans
- established in 1994 in
Minneapolis, Minn.
- one property in Canada; 326
outside of Canada (126
franchised)
- plans to open new properties
throughout Canada
Franchise Costs
- initial franchise fee US$100,000
- total cost US$21,414,010 to
$121,764,855
- royalty fee 5%
- advertising fee 2%
- distribution fee 2%
Services
- advertising/marketing
- design
- management
- purchasing
- staff training
- supplies
RAMADA BY WYNDHAM
Wyndham Hotels & Resorts
22 Sylvan Way
Parsippany, NJ 07054
800-889-9710
wyndhamdevelopment.com
EVP and Chief Development
Officer: Chip Ohlsson
History, Plans
- established in 1954
- 82 properties in Canada (all
franchised); 773 outside of
Canada
Franchise Costs
- initial franchise fee $35,000 or
$350 per room for conversion,
$39,500 or $350/room for new
construction
- total investment $87,101
to $9,026,525
- advertising fee 4% GRR
(includes marketing
contribution of 2% GRR
and basic reservation fee of
2% GRR)
- royalty fee 4.5% GRR
Services
- advertising/marketing
- development/design
- financial assistance
- lease negotiation
- management
- purchasing
- quality control
- reservation systems
- sales
- staff training
- supplies
- technical services
RED LION HOTEL
Red Lion Hotels Franchising, Inc.
1550 Market St., Ste. 425
Denver, CO 80202
866-437-4878
franchise.rlhco.com
EVP, Lodging Development &
Franchise Operations:
Harry Sladich
VP, New Development:
Christopher Slattery
History, Plans
- franchised in the U.S. since 1999
- 29 properties outside of Canada
- expansion in Canada planned
Franchise Costs
- application fee $300/room;
minimum of $60,000
- royalty fee 5% of GRR
- marketing fee 3% of GRR
- no loyalty fees
Services
- advertising/marketing
- CRM
- CRS and CRO
- design
- guest recognition program
procurement
- revenue-management
assistance
- site selection
- supplies
- sales and support
RED LION INN & SUITES
Red Lion Hotels Franchising, Inc.
1550 Market St., Ste. 425
Denver, CO 80202
866-437-4878
franchise.rlhco.com
EVP, Lodging Development &
Franchise Operations:
Harry Sladich
VP, New Development:
Christopher Slattery
History, Plans
- franchised in the U.S. since 1999
- one property in Canada; 40
properties outside of Canada
- expansion under way in Canada
Franchise Costs
- application fee $300; minimum
of $40,000
- royalty fee 5% of GRR
- marketing (program) fee 3%
of GRR
- no loyalty fees
Services
- advertising/marketing
- CRM
- CRS and CRO
- design
- guest recognition program
procurement
- revenue-management
assistance
- site selection
- supplies
- sales and support
RENAISSANCE HOTELS
Marriott International, Inc.
2425 Matheson Blvd. E., Ste. 100
Mississauga, ON L4W 5K4
905-366-5208
marriottdevelopment.com
Regional VP, Lodging
Development, Canada: Paul Loehr
VP, Lodging Development,
Canada: Aaron Laurie
Director, Lodging Development,
Canada: Duncan Chiu
History, Plans
- acquired Renaissance Hotels
in 1997
- three properties in Canada; 173
outside of Canada
22 | JANUARY/FEBRUARY 2021 hoteliermagazine.com
THE 2021
FRANCHISE
REPORT
Franchise Costs
- initial application fee
US$100,000; plus US$400/room
in excess of 250
- royalty fee 5% GRS
- program contribution services
2.12% of GRS and ClubSport
revenues (includes marketingfund
contribution of 1.5%
GRS); plus US$50,000/
year; plus US$510/room/year
Services
- advertising/marketing
- design
- management
- purchasing
- staff training
- supplies
RESIDENCE INN BY MARRIOTT
Marriott International, Inc.
2425 Matheson Blvd. E., Ste. 100
Mississauga, ON L4W 5K4
905-366-5208
marriottdevelopment.com
Regional VP, Lodging
Development, Canada: Paul Loehr
VP, Lodging Development,
Canada: Aaron Laurie
Director, Lodging Development,
Canada: Duncan Chiu
History, Plans
- acquired Residence Inn in 1987
- 26 properties in Canada; 838
outside of Canada
- four properties in the pipeline
for Canada
Franchise Costs
- initial franchise fee US$90,000;
plus US$500/suite in excess
of 150
- royalty fee 6% GRS
- program services contribution
2.56% of GRS (includes mar
keting-fund contribution of 2.5%
GRS); plus US$6,000/year; plus
US$65/suite/year
Services
- advertising/marketing
- design
- management
- purchasing
- staff training
- supplies
RODEWAY INN
Choice Hotels Canada Inc.
5015 Spectrum Way, Ste. 400
Mississauga, ON L4W 0E4
905-206-7316
choicehotelsdevelopment.ca
President, Brian Leon
History, Plans
- established in 1993 in Canada
- 10 properties in Canada; 557
outside of Canada (all franchised)
Franchise Costs
- initial franchise fee $200/room;
minimum $15,000
- advertising fee 1.25%
- royalty fee 4%
- reservation fee 1.25%
Services
- advertising/marketing
- design
- staff training
- supplies
SHERATON HOTELS
& RESORTS
Marriott International, Inc.
2425 Matheson Blvd. E., Ste. 100
Mississauga, ON L4W 5K4
905-366-5208
marriottdevelopment.com
Regional VP, Lodging
Development, Canada: Paul Loehr
VP, Lodging Development,
Canada: Aaron Laurie
Director, Lodging Development,
Canada: Duncan Chiu
History, Plans
- 18 properties in Canada; 428
outside of Canada
- no properties in the pipeline
for Canada
Franchise Costs
- initial application fee
US$100,000; plus US$400/room
in excess of 250
- royalty fee 6% of GRS, plus 2% of
gross food-and-beverage sales
- program services contribution
2.42% of GRS includes marketing-fund
contribution of 1%
GRS); plus US$50,000/year;
plus US$510/room/year
Services
- advertising/marketing
- design
- management
- purchasing
- staff training
- supplies
SIGNATURE INN
Red Lion Hotels Franchising, Inc.
1550 Market St., Ste. 425
Denver, CO 80202
866-437-4878
franchise.rlhco.com
EVP, Lodging Development &
Franchise Operations: Harry
Sladich
VP, New Development:
Christopher Slattery
History, Plans
- relaunched 2018
- nine properties in the U.S.,
including Signature (midscale)
properties
- expansion underway in Canada
Franchise Costs
- application fee $20,000 for first
70 rooms; plus $150/room
over 70
- flat membership fee $50/room/
month (includes royalty,
marketing and PMS license)
- no loyalty fees
Services
- advertising/marketing
- CRM
- CRS and CRO
- design
- guest recognition program
procurement
- revenue-management
assistance
- site selection
- supplies
- sales and support
SLEEP INN
Choice Hotels Canada Inc.
5015 Spectrum Way, Ste. 400
Mississauga, ON L4W 0E4
905-206-7316
choicehotelsdevelopment.ca
President, Brian Leon
History, Plans
- established in 1996 in Canada
- four properties in Canada;
423 outside of Canada (all
franchised)
Franchise Costs
- initial franchise fee: $300/room;
minimum $35,000
- advertising fee 1.3%
- royalty fee 4%
- reservation fee 1.75%
Services
- advertising/marketing
- design
- staff training
- supplies
SPRINGHILL SUITES
BY MARRIOTT
Marriott International, Inc.
2425 Matheson Blvd. E., Ste. 100
Mississauga, ON L4W 5K4
905-366-5208
marriottdevelopment.com
Regional VP, Lodging
Development, Canada:
Paul Loehr
VP, Lodging Development,
Canada: Aaron Laurie
Director, Lodging Development,
Canada: Duncan Chiu
History, Plans
- established 1998
- two properties in Canada; 477
outside of Canada
- three properties in pipeline
in Canada
Franchise Costs
- initial franchise fee US$75,000;
plus US$400/suite in excess of 150
- royalty fee 5.5% of GRS
- program services contribution
3.85% of GRS (includes marketing-fund
contribution of 2.5%
GRS); plus US$10,000/year; plus
US$220/suite/year
Services
- advertising/marketing
- design
- management
- purchasing
- staff training
- supplies
hoteliermagazine.com
JANUARY/FEBRUARY 2021 | 23
THE 2021
FRANCHISE
REPORT
STAYBRIDGE SUITES
InterContinental Hotels Group (IHG)
2 Robert Speck Pkwy., Ste. 600
Mississauga, ON L4Z 1H8
416-675-6644
staybridgesuites.com
Regional Director, Upscale and
Mainstream Development,
Canada: Stuart Laurie
History, Plans
- established in 1997
- 13 franchised properties in
Canada; 298 outside of Canada
- plans to add six more properties
in Canada
Franchise Costs
- total investment $15,532,595
to $22,436,565
- royalty fee 5% GRS
- marketing fee 2.5% GRS
(combined reservation and
training fee)
- application fee $500/suite;
$50,000 minimum
Services
- advertising/marketing
- design
- management
- site selection
- staff training
- supplies
STUDIO 6
Master Franchisor in Canada
Realstar Hospitality Corp., Division
of Realstar Hospitality
(G6 Hospitality LLC)
77 Bloor St. W., Ste. 2000
Toronto, ON M5S 1M2
416-923-8387
staystudio6.com
President and COO: Irwin Prince
History, Plans
- established in 1999
- one franchised property in
Canada; 100-plus outside of
Canada
- plans to add two (+/-) properties
in Canada
Franchise Costs
- initial franchise fee $40,000
- royalty fee 5%
- program fees 3.5%
Services
- advertising/marketing
- design
- global reservations
- operational support
- purchasing
- site review and analysis
- staff training
SUBURBAN EXTENDED
STAY HOTEL
Choice Hotels International
1 Choice Hotels Cir., Ste. 400
Rockville, MD 20850
800-547-0007
choicehotelsdevelopment.com
President & CEO: Pat Pacious
SVP, Franchise Development,
Extended Stay: Ron Burgett
History, Plans
- founded in 2005
- no properties in Canada; 62
outside of Canada (all
franchised)
Franchise Costs
- application fee $5,000
- initial fee $225/room;
minimum of $30,000
- royalty fee 6% GRR
- system fee 2.5% GRR
SUPER 8 BY WYNDHAM
Wyndham Hotels & Resorts
22 Sylvan Way
Parsippany, NJ 07054
800-889-9710
wyndhamdevelopment.com
EVP and Chief Development
Officer: Chip Ohlsson
History, Plans
- established in 1974
- 125 properties in Canada
(all franchised); 2,800 outside
of Canada
Franchise Costs
- initial franchise fee the greater
of $25,000 or $250/room for
conversion; $28,000 or $250/
room for new construction
- total investment $140,041 to
$4,715,442
- advertising fee 3% GRR
- royalty fee 5% GRR
Services
- advertising/marketing
- development/design
- financial assistance
- lease negotiation
- management
- purchasing
- quality control
- reservation systems
- sales
- staff training
- technical services
SUPER 8 BY WYNDHAM
Master Territorial Developer
in Canada: Superior Lodging
Development S8 Corp.
(Wyndham Hotels & Resorts)
#410, 211 – 11th Ave SW
Calgary, AB T2R 0C6
403-543-8800
super8.ca
EVP, Operations: Trevor Hagel
EVP, Franchising & Development:
Nigel Lucas
History, Plans
- established in 1975
- 125 properties in Canada
- plans to add four locations
in 2021
Franchise Costs
- initial franchise fee $21,000
- royalty fee 5%
- advertising fee 3%
Services
- advertising/marketing
- design
- lease negotiation
- management
- purchasing
- site location
- staff training
- supplies
THRIFTLODGE
Master Franchisor in Canada:
Superior Lodging Development
TL Corporation
(Wyndham Hotels & Resorts)
#410, 211 – 11th Ave SW
Calgary, AB T2R 0C6
800-646-2435
travelodge.ca
EVP, Operations: Trevor Hagel
EVP, Franchising & Development:
Nigel Lucas
History, Plans
- Canadian operations established
in 1992 in Alberta
- 10 franchised properties
in Canada
- plans to increase brand port
folio by 10% net growth,
concentrating on secondary
and tertiary markets
24 | JANUARY/FEBRUARY 2021 hoteliermagazine.com
THE 2021
FRANCHISE
REPORT
Franchise Costs
- initial franchise fee $20,000
- royalty fee 8%
Services
- advertising/marketing
- annual conference
- loyalty program
- opening and training support
- partnership synergies
- purchasing
- quality assurance
- staff training
TAPESTRY COLLECTION
BY HILTON
Hilton
7930 Jones Branch Dr.
McLean, VA 22102
703-883-1000
hilton.com/en/corporate/
development/
President & CEO: Christopher
Nassetta
Senior Director, Development,
Canada: Jeff Cury
History, Plans
- established in 2017
- one property in Canada (all
franchised); 43 outside of
Canada
Franchise Costs
- initial franchise fee US$75,000
for the first 250 rooms; plus
US$400 per/additional room
- royalty fee: 5% of GRR
Services
- advertising/marketing
- design
- loyalty program
- management
- purchasing
- site location
- staff training
- supplies
TOWNEPLACE SUITES
BY MARRIOTT
Marriott International, Inc.
2425 Matheson Blvd. E., Ste. 100
Mississauga, ON L4W 5K4
905-366-5208
marriottdevelopment.com
Regional VP, Lodging
Development, Canada: Paul Loehr
VP, Lodging Development,
Canada: Aaron Laurie
Director, Lodging Development,
Canada: Duncan Chiu
History, Plans
- established in 1997
- 18 properties in Canada; 430
outside of Canada
- 16 properties in the pipeline
in Canada
Franchise Costs
- initial application fee US$75,000;
plus US$400/suite in excess of 125
- royalty fee 5.5% of GRS
- program services contribution
3.35% of GRS (includes marketing-fund
contribution of 2%
GRS); plus US$7,000/year; plus
US$135/room/year
Services
- advertising/marketing
- design
- management
- purchasing
- staff training
- supplies
TRADEMARK COLLECTION
BY WYNDHAM
Wyndham Hotels & Resorts
22 Sylvan Way
Parsippany, NJ 07054
800-889-9710
wyndhamdevelopment.com
EVP and Chief Development
Officer: Chip Ohlsson
History, Plans
- established in 2017
- 10 hotels in Canada, 91 outside
of Canada
Franchise Costs
- initial fee $350/room (minimum
$39,500) for new construction;
$350/room (minimum $35,000)
for conversion
- total investment: $89,024
to $12,599,280
- membership fee 4% GRR
- marketing fee 2.5% GRR
Services
- advertising/marketing
- development/design
- financial assistance
- lease negotiation
- management
- purchasing
- quality control
- reservation systems
- sales
- staff training
- supplies
- technical services
- other
TRAVELODGE
Master Franchisor in Canada:
Superior Lodging Development
TL Corporation
(Wyndham Hotels & Resorts)
#410, 211 – 11th Ave SW
Calgary, AB T2R 0C6
800-646-2435
travelodge.ca
EVP, Operations: Trevor Hagel
EVP, Franchising & Development:
Nigel Lucas
History, Plans
- established in 1945 in the U.S.;
Canadian operations established
in 1992 in Alberta
- 97 franchised properties in
Canada
- plans to increase brand portfolio
by 10% net growth,
concentrating on secondary
and tertiary markets
Franchise Costs
- initial franchise fee $20,000
to $35,000
- royalty fee 5%
- advertising fee 3.50%
Services
- advertising/marketing
- annual conference
- loyalty program
- opening and training support
- partnership synergies
- purchasing
- quality assurance
- staff training
TRIBUTE HOTELS
Marriott International, Inc.
2425 Matheson Blvd. E., Ste. 100
Mississauga, ON L4W 5K4
905-366-5208
marriottdevelopment.com
Regional VP, Lodging
Development, Canada: Paul Loehr
VP, Lodging Development,
Canada: Aaron Laurie
Director, Lodging Development,
Canada: Duncan Chiu
History, Plans
- one property in Canada; 44
outside of Canada
- one property in the pipeline
for Canada
Franchise Costs
- initial franchise fee US$100,000;
plus US$400/room in excess
of 250
- royalty fee 5% of GRS
- program services contribution
2.42% of GRS (includes
marketing-fund contribution
of 1.5% GRS); plus US$40,000/
year; plus US$450/room/year.
Services
- advertising/marketing
- design
- management
- purchasing
- staff training
- supplies
hoteliermagazine.com
JANUARY/FEBRUARY 2021 | 25
THE 2021
FRANCHISE
REPORT
TRU BY HILTON
Hilton
7930 Jones Branch Dr.
McLean, VA 22102
703-883-1000
hilton.com/en/corporate/
development/
President & CEO:
Christopher Nassetta
Senior Director, Development,
Canada: Jeff Cury
History, Plans
- established in 2016
- one property in Canada
(franchised); 170 outside
of Canada
Franchise Costs
- US$75,000 flat franchise fee
- royalty fee 5% of GRR
Services
- advertising/marketing
- design
- loyalty program
- management
- purchasing
- site location
- staff training
- supplies
TRYP BY WYNDHAM
Wyndham Hotels & Resorts
22 Sylvan Way
Parsippany, NJ 07054
800-889-9710
EVP and Chief Development
Officer: Chip Ohlsson
wyndhamdevelopment.com
Services
- advertising/marketing
- development/design
- financial assistance
- lease negotiation
- management
- purchasing
- quality control
- reservation systems
- sales
- staff training
- supplies
- technical services
THE UNBOUND COLLECTION
BY HYATT
Hyatt Hotels Corporation
150 N. Riverside Plaza
Chicago, IL 60606
416-300-8215
hyattplace.com
Vice-President, Real Estate
and Development (Canada):
Scott Richer
History, Plans
- established in/franchising
since 2016
- one franchised property in
Canada; 23 outside of Canada
Franchise Costs
- application fee US$100,000
or US$300/room (whichever is
greater)
- royalty fee 7% GRR
- program fee: 3.5%GRR
Services
- advertising/marketing
- design
- management
- purchasing
- site location
- staff training
- supplies
WESTIN HOTELS & RESORTS
Marriott International, Inc.
2425 Matheson Blvd. E., Ste. 100
Mississauga, ON L4W 5K4
905-366-5208
marriottdevelopment.com
Regional VP, Lodging
Development, Canada: Paul Loehr
VP, Lodging Development,
Canada: Aaron Laurie
Director, Lodging Development,
Canada: Duncan Chiu
History, Plans
- established in 1941
- 15 properties in Canada; 210
outside of Canada
- one property in the pipeline
in Canada
Franchise Costs
- initial application fee
US$100,000; plus US$400/room
in excess of 250
- royalty fee 7% GRS, plus 3% of
gross food-and-beverage sales
- program services contribution
3.02% of GRS includes marketing-fund
contribution of 1.325%
GRS); plus US$50,000/year; plus
US$510/room/year
Services
- advertising/marketing
- design
- management
- purchasing
- staff training
- supplies
WINGATE BY WYNDHAM
Wyndham Hotels & Resorts
22 Sylvan Way
Parsippany, NJ 07054
800-889-9710
wyndhamdevelopment.com
EVP and Chief Development
Officer: Chip Ohlsson
History, Plans
- established in 1996
- nine properties in Canada (all
franchised); 172 outside of Canada
Franchise Costs
- initial franchise fee the greater
of $40,500 or $360/room
- total investment $290,815 to
$10,979,071
- advertising fee 2.5% GRR
- royalty fee 6% GRR
Services
- advertising/marketing
- development/design
- financial assistance
- lease negotiation
- management
- purchasing
- quality control
- reservation systems
- sales
- staff training
- supplies
- technical services
Franchise Costs
- initial fee $39,500 or
$350/room
- royalty fee 5% GRR
- marketing and reservation fee
4% GRR
26 | JANUARY/FEBRUARY 2021 hoteliermagazine.com
THE 2021
FRANCHISE
REPORT
WOODSPRING SUITES
Choice Hotels International
1 Choice Hotels Cir., Ste. 400
Rockville, MD 20850
800-547-0007
choicehotelsdevelopment.com
President & CEO: Pat Pacious
SVP, Franchise Development,
Extended Stay: Ron Burgett
History, Plans
- founded in 2015
- no properties in Canada; 285
outside of Canada (all franchised)
Franchise Costs
- no application fee
- initial fee $50,000 (if more than
122 rooms, additional $300/room)
- royalty fee 6% GRR
- system fee 2.5% GRR
WYNDHAM
Wyndham Hotels & Resorts
22 Sylvan Way
Parsippany, NJ 07054
800-889-9710
wyndhamdevelopment.com
EVP and Chief Development
Officer: Chip Ohlsson
History, Plans
- initial franchise fee the greater
of $54,500 or $500/room
- total investment $702,500 to
$66,790,765
- advertising fee 3% GRR
- royalty fee 5% GRR
Services
- architectural services/design
- advertising/marketing
- conventions and area meetings
- development & design
- field support
- financial assistance
- group tour material
- group savings
- lease negotiation
- purchasing
- quality assurance audits
- quality control
- reservation systems
- staff training
- supplies
- technical services
- worldwide sales
WYNDHAM GARDEN
Wyndham Hotels & Resorts
22 Sylvan Way
Parsippany, NJ 07054
800-889-9710
wyndhamdevelopment.com
EVP and Chief Development
Officer: Chip Ohlsson
History, Plans
- first Wyndham Garden
opened in 2012
- three properties in Canada;
124 outside of Canada
Franchise Costs
- initial franchise fee the greater
of $39,500 or $350/room
- total investment $294,398 to
$13,900,097
- advertising fee 3% GRR
- royalty fee 5% GRR
Services
- advertising/marketing
- development/design
- financial assistance
- lease negotiation
- management
- purchasing
- quality control
- reservation systems
- sales
- staff training
- supplies
- technical services
WYNDHAM GRAND
Wyndham Hotels & Resorts
22 Sylvan Way
Parsippany, NJ 07054
800-889-9710
wyndhamdevelopment.com
EVP and Chief Development
Officer: Chip Ohlsson
History, Plans
- initial franchise fee the greater
of $54,500 or $500/room
- total investment $251,717 to
$67,283,170
- advertising fee 3% GRR
- royalty fee 5% GRR
Services
- advertising/marketing
- development/design
- financial assistance
- lease negotiation
- management
- purchasing
- quality control
- reservation systems
- sales
- staff training
- supplies
- technical services
DON'T
SEE YOUR
COMPANY
LISTED?
CONTACT US TO BE
INCLUDED IN NEXT YEAR'S
FRANCHISE REPORT
abostock@kostuchmedia.com
hoteliermagazine.com
JANUARY/FEBRUARY 2021 | 27
RESILIENCE
ON THE ROAD
TO RECOVERY
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TRENDS
AN
Canadians are ready and willing to travel
AFTER an alarming and
unwelcome stretch of stillness, the
winds are blowing across the tarmac at
last and a post-pandemic travel scene
is taking shape in the clearing. We will
travel again, say the experts, and likely
with the same enthusiasm as before.
The differences to the experience will
be both vast and subtle.
“People love to travel, explore the
world and create lifelong memories,”
says Craig Reaume, general manager of
W Toronto, set to open this Spring. “I
believe, when the time comes, travellers
will be more than ready.”
Broadly speaking, says Jonathan
Newbury, executive vice-president of
Preferred Hotels & Resorts, the first
wave is going to be about “revenge
travel,” a phenomenon in which people,
sick to death with cancelling plans, will
fill the planes and hotel rooms with
their exuberance for being anywhere
but within their own four walls.
Leisure travel, everyone concurs, will
be the first to bounce back. Pent-up
travellers, liberated by a vaccine, will
take to the skies in big numbers, “I
see hotels through the eyes of friends
and family,” says Newbury. “They get
to a hotel, it’s an escape, they can be
something different, they can change
for a while and be someone [else], an
hoteliermagazine.com JANUARY/FEBRUARY 2021 | 29
idealized version of themselves. And,
we, as an industry cater to that — and
that’s not going to change. That’s what
people want and that’s what we deliver
in a hotel.”
Slower to rebound will be corporate
and group travel, as companies and
organizations grapple with liability issues
around sanctioning trips to places where
danger has so recently lurked. “Business
travel is down enormously,” says Peter
Gaudet, vice-president of Horwath
HTL, a global leader in hotel, tourism
and leisure consulting, articulating what
legions of hoteliers know too well, though
no one has precise numbers to account for
it. “It’s very tough to think of [sending]
massive amounts of employees out on the
road when, if they get sick because they’re
travelling for your company, you may end
up responsible for their health.”
Meetings, conventions, events, sporting
groups and association meetups have
been severely hit by the pandemic, the
victims of governmental restrictions
limiting the number of people allowed
in gatherings, to say nothing of the
buffets and sit-down meals of which
they’ve been deprived in convention
centres, event venues and hotels since
mid-March. But short-term corporate
travel restrictions haven’t precluded
innovation in that market. W recently
launched WxW Meetings, a program
that gives companies in
Toronto the
opportunity to
“meet” with
their
counterparts
in Montreal.
Here, small teams can
meet (and stay) at W Toronto
and connect to their teammates
at W Montreal. One point of contact
handles everything — from the technology
and catering to a single bill, along
with all the special touches that go into
holding a meeting at W.
And, hotels have turned their
corporate business on its head, promoting
the idea of guests staying in hotel rooms
during the day to work and going home
at night to sleep — the opposite
of convention.
But, the business-travel norm will
return, Danny Hughes, EVP & president
of the Americas for Hilton, asserts —
even if it does so slowly. “There’s only
so much business you can get done in
a two-dimensional world. People need
to see clients, to connect, to drum up
business, to recruit people.”
From the current vantage point,
following almost a year of volatile
occupancy levels and Average Daily Rates
(ADR), this all sounds a bit fantastic.
But those with their eye on the suffering
industry insist that not only will travel
resume, but the alterations to the experience
will be negligible once it does.
Post-pandemic hotels will be clean — but
that’s not new. “That level of cleanliness
has always been an issue in hotels,” says
Gaudet. “They’ve just kicked it up a notch
in 2020. I don’t think they ever thought
they’d be steaming shower curtains. Some
of that may stay. Clients may get into
that. But if you look at how we are in our
homes, we [were] washing our groceries at
the beginning, but in time fell back into
what we knew. I think it’ll be the same
with travel.”
“We’ll see a lot of the [introduced]
standards remain, because there’s a
psychological barrier for people,
they’ve become a lot more
conscious of hygiene,” says
Newbury. Specifically, he
foresees the endurance of the
sanitization station, but also
the return of buffets. The
plexiglass separating guest
and staffer will hang in for a bit,
he predicts, but fall away as the virus
subsides and vaccinations surge.
Hughes believes the global pandemic
simply accelerated existing trends,
including one toward increased personalization
of hotel stays, whether that be in
guests choosing rooms, customizing what
they want in them or checking in and
opening doors with their mobile devices.
SAFE
Travels
BY NICHOLAS RAHMON
According to Airports Council International,
passenger traffi c volume
at Canadian commercial airports
decreased by approximately 78 per
cent in the fi rst half of 2020 as a
result of pandemic restrictions. But,
as people continue to travel, airlines
and airports admitting domestic and
international travellers are working
in tandem to introduce new safety
measures in an effort to curb the
spread of COVID-19, resulting in
increased operating costs.
As of Sept. 23, temperature
screening came into effect at
Vancouver, Calgary, Toronto and
Montreal airports, along with 11
additional Canadian airports.
On Jan. 6, 2021, Toronto Pearson
International Airport rolled out the
Ontario government’s COVID-19 testing
program, offering international passengers
landing in Canada free COVID-19
testing. Those eligible for the program
include returning Canadian citizens or
permanent residents and international
travellers, such as immediate and
extended family members.
Airports across the country also established
safety measures for both travellers
and employees, from baggage
check-in through the boarding process,
including the mandatory use of face
coverings within the airport, keeping
a distance of two metres from others
and cleaning at two-hour intervals
for high-touch-point areas such as
escalators and bathrooms.
30 | JANUARY/FEBRUARY 2021
hoteliermagazine.com
ISTOCK.COM
The big, leather menu binders at
restaurants have been replaced by
elegant QR codes, part of the digital
movement overseeing the merging of
physical and digital experiences. “These
were trends that were very much part of
travel and, now, in a world where we’re
all trying to get used to contactless
experiences, digitalization is going to be
rapidly accelerated.”
In truth, the industry had a taste
of the return in summer 2020, when
infection counts flattened a bit and
official constraints slackened. Indeed,
says Horwath, some hotels were busier
than usual last summer, accommodating
a rush of giddy travellers, loosed at
last from their lockdowns and keen to
re-visit life when they could roam freely
and in comfort.
“Here in the U.S., some of our
hotels had the best summer season
ever because people couldn’t get to the
Caribbean, so they ended up going to
New England or down to Florida,” says
Newbury. Resorts, where guests arrived
in their own cars and had plenty of
space and fresh air when they did, were
the obvious beneficiaries of this impulse.
“We’ve actually been doing quite well
in this pandemic, compared to the city
hotels, which you would normally see
very busy, but are still struggling and
will continue to struggle until the fear
of the virus goes away.”
Along with reliable statistics tracking
pandemic-plummeting occupancy
and ADR rates, measures of how hotel
valuation has weathered the virus are
in short supply. “It’s a tough subject
for everybody right now,” says Gaudet,
“with Toronto, Montreal and Vancouver
running at occupancies we’ve never seen
and would never have guessed we’d see
in our lifetime. Everyone’s very hesitant
to valuate hotels because, when we open
that Pandora’s box, pretty much every
hotel in Canada will see some loss in
2020. Let’s go as long as we can without
having to do a valuation.”
Bankers financing hotels at 60 per
cent, with owners kicking in 40 per cent
are now looking at properties worth
between 70 and 80 per cent of their
starting values, which could knock their
60-per-cent stake up to 75 per cent or
higher. “Bankers have all these rules and
regulations and magic numbers they
have to meet and none of the ratios
are working right now — not on the
financing side, not on the owners’ side.
The definition of a market value is you
put your hotel up for sale in a free and
open market, but there’s nobody buying,
because there’s no free and open market.
Right now, the buyer has all the leverage,
the owner has no leverage. It’s a very
interesting time in the hotel industry.”
Hoteliers, meanwhile, are
looking to make it less interesting with
loud efforts to convince people their
hotels are safe. Hilton has partnered
with Lysol in a campaign highlighting
cleanliness at every turn, from disinfected
remote controls to steamed bed linen
and door stickers that certify a pristine
environment behind the seal. Where
hotel operators used to tuck their
cleaning efforts into the back of the
house, largely undertaken when
people weren’t awake, now they do the
opposite, showily cleaning during the
day so the consumer might witness the
unabashed level of their handiwork.
“This is all pre-planning,” says Gaudet.
“The consumer can’t travel right now
because of all the restrictions, but when
we come out of this, they want people
feeling re-assured about brands’ certain
levels of cleanliness. Pop-ups on almost
every independent hotel’s website
account for their COVID-19 efforts, a
clear message to the consumer: we’re
ready for you. So, it’s not the consumer
that changed, but the industry reaction.”
“I’m incredibly hopeful,” says Hughes,
adding once a vaccine is rapidly deployed,
“I’m positive business will bounce back.
Every single one of us has cancelled
something in the last nine months — a
family reunion, a concert, a trip to
Niagara Falls. We’re all burnt out with
Zoom fatigue, and are desperate for the
human reaction that only comes with
seeing people together. We’re social
animals and we want those interactions
with humans. When we can, it’ll pick up
quickly. People want to travel. And
people have to travel. Travel is still an
unstoppable force.” ◆
hoteliermagazine.com JANUARY/FEBRUARY 2021 | 31
SF P
EDITORIAL
THE
PANELISTS
Hotel leaders dis
are impacting all
INTERVIEW BY: ROSANNA CAIR
Wayne Carrington,
director of Housekeeping,
The Hazelton Hotel
Ally Wesson,
vice-president, Marketing,
Realstar Hospitality
Vito Curalli,
executive director,
International and
Industry Relations,
Sales, Hilton Worldwide
Laura Pallotta,
VP Sales and Distribution
– Canada, Marriott
International
Brian Leon
president, Choice Hotels
Stephanie Snowball,
director of Sales, IHG
Canada
Andrea Torrance,
senior vice-president,
Guest Experience, Accor,
Rosanna Caira How has the pandemic changed the
mindset of operators when it comes to health and
well-being in hotels?
Brian Leon: The health and the
well-being of our guests has always
been a top priority for us. But it’s
clear the pandemic has elevated
the concerns and the awareness
around health and safety for our
hotels and the concerns from guests.
[We see this as] something that’s
going to endure in the future, long
after the pandemic is behind us.
From a brand standpoint, and from
our perspective as a franchisor,
one of the most important things
was a collaborative approach with
our franchisees, so we worked
really closely with our franchisees
across the country to develop rate
solutions and best practices. Early
in the pandemic [we formed] a
GM taskforce that was intended to
build-out cleanliness best practices
and ensure we rolled out processes
that were going to be not only
effective, but were going to work
operationally for our hotels, so that
adoption would be maximized. On
a positive note, [COVID-19] has,
in many ways, enhanced the view
of our hotels collectively across the
country. In the early stages, there
was some question about whether
hotels were going to be designated
32 | JANUARY/FEBRUARY 2021
hoteliermagazine.com
SAE
cuss how safety protocols
aspects of their operations
A AND AMY BOSTOCK
an essential service — and they weren’t
in all parts of the world — but after
seeing the role hotels have played,
that’s never going to be questioned.
It should never be questioned — our
hotels have been so supportive of their
communities across the country and
that built a stronger relationship with
those communities. That’s something
that will serve us all well in the future.
Laura Pallotta: Travel, for us, will
always remain focused on the overall
guest experience — a new city, great
service, a comfortable bed, exciting
food and beverage. But, right now,
the focus is mainly on cleanliness and
abiding by government regulations and
mandates. Back in April, when all of
this started, we created the Marriott
Global Cleanliness Council, which
benefi ts from the in-house knowledge
we had, but also leaned on outside
experts. From there we launched our
Commitment-to-Clean program and
that’s where the enhanced cleaning
standards were put in place, [such as]
higher frequency, disinfection protocols,
special focus on high-touch areas.
Cleanliness, and all of these standards,
are the new amenities and will be here
forever. And, that’s a very positive step
because it creates confidence for our
guests — that will be what brings our
guests back to us in due time.
Ally Wesson: As an industry and as
a hotel, we’ve always been clean, but
now cleanliness is next to safety and
never have those two really been so
linked together in the public eye. It’s
top of mind for all of our operators,
regardless of the brand — whether it’s
them making sure they have proper
PPE for all of their staff that need it
or ensuring they’re following the local
municipal, provincial and national
health guidelines. Cleanliness and
safety have never been more important
than [they are] today.
Andrea Torrance: We’ve always
maintained high standards of hygiene
and cleanliness, however, the pandemic
demands we elevate these standards
even further. We never pretended we
were scientists or hygiene experts, so
we partnered with a team of expert
advisors to develop these new healthand-safety
measures — not just in
ISTOCK.COM/DARWEL
hoteliermagazine.com JANUARY/FEBRUARY 2021 | 33
TI HS CERY BE QIE A
YA. I FE LK W’E AL BE
I A WR TGTE
this region, but also globally.
Through this, we’ve
maintained that if we say
we’re going to do something,
it has to be true — it can’t
be smoke and mirrors. And,
as an industry, we’ve never
been under so much scrutiny.
So, each hotel developed
a business-continuity plan
and we would validate that.
It wasn’t as simple as just
sending in a checklist, we
wanted to see evidence,
so we would look for job
descriptions; we’d look for
videos, we’d look for images
of the employee arriving,
what it looks like for the
guests to arrive at the front
desk and, from that, we do
feel that we’ve got a lot
of consistency and rigour
around what we’re doing.
Then, the hotels have to
be audited by operational
experts and third-party
auditors. We’ve always had
clean hotels, but we’re under
tremendous scrutiny, so now
we’ve had to elevate that
to ensure what we say we’re
doing is true.
Vito Curalli: Operators of
our hotels are experts in the
business, but COVID-19 put
all of the operators in a very
diffi cult position. No different
than the other brands,
we launched our own version
of a clean program called
Clean Stay [in partnership
with] Lysol. We also took the
research and findings from
BIN LO, COC HTL
the Mayo Clinic to guide
us through this process and
give back to the operators
in terms of the support that
they needed to make sure the
overall health and wellness
of not only our customers,
but our team members were
taken care of.
Stephanie Snowball: Our
industry was significantly
disrupted and we’ve all had
to step up around all the new
protocols and procedures
that have been implemented
from the different governments.
We have had to
establish our own cleanliness
board, with external partners
and new collaborators like
the Cleveland Clinic to help
our operators implement
this. But, one of the most
consistent things I hear
across the board is that, as
an industry, our customers
are confi dent in what we’re
doing. We’re advertising it,
we’re talking about it, we’re
very transparent about it,
which is building trust. But,
the critical thing is that
we’re inspecting what we
expect. Those inspections are
so critical [for] holding our
hotel operators accountable
to what we’re asking them
to do and giving them the
right tools and resources and
training. And, if they don’t
follow suit, they’re given an
opportunity to fi x it — and if
they don’t, if they’re unable
to, then they’re hit with
fi nes. That helps build that
trust with our guests and our
consumers that what we’re
doing is actually happening
consistently on property.
Wayne Carrington:
Because we’re a smaller
hotel, trust is significant. We
need to understand that this
situation is fluid, so whatever
plans we have also have to
be fl uid. We came up with an
eight-point plan that focused
on screening and physical
distancing, as well as
communication. But it took
a lot to build that rapport
with not only our guests, [as
well as] our team, to figure
out what their anxieties are
and to get other perspectives
of what they were looking
for and how we can elevate
our sanitization processes
to make them feel more
comfortable.
Amy Bostock: What are
you are doing, from both
a guest and an employee
perspective, when it
comes to health and
safety?
WC: The fi rst thing
that comes to mind is
the screening processes —
ensuring communication
of the expectations of the
guests coming in, as well as
what you’re doing as a hotel
from that point. There’s a
waiver sent out that [outlines
protocols], such as wearing
masks, social distancing,
what would be in the room.
There are screening
processes, temperature
checks at every checkpoint
(for both employees and
guests) through the spa
(which is now closed),
the restaurants, the front
desk. Then we ensure the
guestrooms have been
vacated prior to [housekeeping]
service. Guests
can’t be in the room when
we’re servicing the room.
There’s contactless service
for guest deliveries and
in-room dining, as well as
increased and documented
planning and sanitization
rotations. [We’ve also
removed] anything that can’t
be sanitized and menus are
digital. All these different
processes have been altered
in order to give our guests
and staff some ease and
ensure we’re following all of
the protocols that are set by
the government.
BL: The focus of consumers
used to be on clean and
comfortable. Now it’s around
clean and safe — it’s a shift
in the way our guests are
looking at their space. So,
we introduced Commitment
to Clean with all sorts of
protocols and cleaning
practices — specific to
COVID-19, but that will
carry on indefinitely — and
focused on staff safety, as well
as consumer safety and building
confi dence in the brands.
From a staff standpoint, we
use a platform called Nudge
to be able to communicate
directly with our hotel-level
staff. One of the things that’s
always a challenge for us as
franchisors, is that we can
communicate to our hotels
at the general-manager
level and effectively at the
franchisee level, but it’s not
so easy for us to be able to
34 | JANUARY/FEBRUARY 2021
hoteliermagazine.com
communicate directly to staff
at the hotel level. This app
allows us to communicate
to them about cleanliness
protocols and make sure that
they’re feeling comfortable
with what we’re doing from
a guest standpoint. We’ve
also got onsite signage to
let guests know what they
can expect and what actions
we’ve taken, as well as all
sorts of information and
alerts on our website.
AW: We were fortunate
in the early days of the
pandemic to be part of the
"Count on Us" program,
which is a clean-commitment
program. And then
Motel 6 and Studio 6 have
the "Clean @6" program.
These all come with safety,
security and cleanliness
protocols we’ve been following.
[Pre-COVID-19], operators
would schedule lobby
cleaning at a time when you
weren’t going to be full of
check-ins and check-outs,
but now, you want to make
sure that not only are your
guests seeing you cleaning
the lobby more frequently,
but that your staff feel safe
as well.
SS: I don’t think there’s one
step of the guest journey
that hasn’t been impacted
with the new processes and
procedures. Across all of
our hotel brands, we’ve had
to help our guests feel like
their environment is safe,
but also within their control.
[Ensuring] visibility is really
critical, that they can see that
it’s happening [and aren’t] just
reading about it or expecting it.
But, some of the more noticeable
changes that many of
our operations include are the
sanitizer stations, socialdistancing
markers on the
fl oor, restrictions on elevator
use and more grab-andgo
food options than ever
before. They’ve also removed
extras in the guestrooms that
are high touch.
VC: For us, the big one
actually happened a couple
of years ago, when we started
to shift more to contactless
check-in and check-out
through our Hilton Honors
app, [which] allowed guests
to choose their room 24
hours ahead of their arrival
and bypass the front desk.
That helped us a great
deal during the start of the
pandemic. The other big
change — one the operators
were very supportive of and
the guests really like — is
the seal on the door. We
now seal the door so every
guest knows this room has
been fully cleaned. The
moment that you break that
seal, you’re the first person
in that room after it being
cleaned. We’ve actually
extended that program into
our meeting space as well,
just to let those people know,
when they do meet, they’re
the fi rst ones into the room
after it’s cleaned. The other
part of that was getting rid
of all the clutter — all of the
paperwork. Unfortunately,
the rooms look a little bit
barer than most guests are
accustomed to. And then,
of course, changes at the
front desk — you’ll notice
a lot more Plexiglas and a
lot more distancing space.
The last part is an increased
focus on areas like the spa,
the fi tness centres, the pools
— they were clean, but we’re
talking like super clean, deep
cleaning now.
AT: When we first started
out doing this [last] year, we
thought maybe by June it
will be over. So, we wanted
to look to the future, and
not just the now, when we
started going through this
process and built out a more
holistic and evolving view
of how we care for our guests
and how we think of our
employees. The most critical
thing we can do is to prevent
the spread of COVID-19, so
we launched ALLSAFE —
an interactive platform that
takes guests on a journey
throughout the hotel. But,
we also did that with our
employees to really understand
what they’re going
through, how they’re feeling
as they come to work, as they
interact with their colleagues
and how they do their work.
And, at the end of the day,
our care for our guests runs
much deeper than chemicals
and cleaning protocols.
As a society, I think we’re
more aware of the fragility
and the importance of our
health, more than ever
before. It may be a little bit
impossible to know exactly
how this will manifest in a
post-COVID-19 world, but
we believe there’s a growing
desire to live healthier and it
will evolve with a powerful shift
to a societal norm of how the
travel industry adapts to this
shift and how it will directly
impact our ability to serve.
LP: At Marriott, we’ve taken
a total-hotel approach —
enhanced cleaning, especially
at these high-touch areas,
public spaces, high-traffic
spaces and the guestroom.
[We’re also striving for] less
contact, more connection
[through] our movement into
digital and increased usage
of our Bonvoy app — so
you can now check in and
get your key through the
app — as well as physical
distancing and new equipment
such as our electrostatic
spraying. With respect to the
associates, mandatory face
coverings for both associates
AUDIENCE
QUESTION:
With the everchanging
government
regulations,
what sources are you
trusting to ensure you
have the most current
guidelines to follow?
ALLY WESSON:
The Hotel Association
of Canada (HAC)
has been a great
resource throughout
this entire pandemic.
It’s launched a great
website that has so
much information.
Basically, anything
that you would need
to know is on that
website. Obviously,
check in with Health
Canada and your local
health resources, too.
Health Canada and
HAC are great
resources for
hoteliers out there.
and guests has been in place
since early in the summer.
We’ve set up individualized
hotel plans, where each
hotel goes through how
they’re cleaning, how they’re
disinfecting, how they’re
mitigating transmission.
And, in fact, every hotel
has a cleanliness champion
[who] is 100-per-cent focused
on ensuring all protocols
are being followed. In the
guestrooms, we’re using
hoteliermagazine.com JANUARY/FEBRUARY 2021 | 35
AUDIENCE
QUESTION:
Looking forward to
face-to-face meetings,
what are you doing to
keep attendees safe?
VITO CURALLI:
We introduced a
program called Event
Ready and we’ve got a
list of protocols around
meetings, whether it’s
new food-and-beverage
requirements
and how we handle
the food-and-beverage
delivery for
the customer; social
distancing in terms
of how we set up the
rooms; the actual
meeting rooms
themselves — we’ve
actually re-configured
all of our hotels’
meeting-space quantities
to ensure they’ve
changed to reflect
social distancing in
those rooms (sitting
or standing); and then
that sort of flows into
AV equipment and
how we’ve placed the
AV equipment in the
rooms. And, as the
restrictions change in
jurisdictions in terms of
the number of people
who can be in those
rooms, we’ve got to
adjust to that as well.
There’s a lot of work
going into that space
right now.
hospital-grade disinfectant
on all surfaces, including
door handles, tables, nightstands,
furniture, telephone
keypads, et cetera.
AB: How has the check-in
process changed in light
of COVID-19 protocols?
SS: It’s using technology
we have today and evolving
that technology to help us
minimize physical interaction,
as well as doing as
much as we can through
mobile check-in. Mobile
check-in/check-out has
actually become a brand
standard for IHG in the
Americas, so all hotels
participate in that. And,
we’re piloting all types
of other mobile-enabled
improvements, such as
in-room dining ordering,
real-time pay with points and
how to interact with guests
via mobile.
LP: This desire for a more
contactless experience at
our hotels continues to be
the theme and that will
continue to grow over time
for a variety of reasons. We
launched mobile check-in
through our app back in
2013 at just 31 Marriott
hotels around the world and,
since then, we’ve had steady
uptick from members in
terms of participation. Right
now, we’re at about 4,000
hotels worldwide and, as of
the end of October 2020, in
Canada, 59 per cent of our
hotels have mobile key available.
Another thing that we
recently rolled out to address
the demand we’ve seen from
leisure travellers staying at
our hotels, many of whom are
not yet Bonvoy members, is a
new ‘check-in now’ [button]
on the confirmation page of
our desktop and our mobile
experiences. It’s proven to be
very popular with guests and
we will have that functionality
available at every single
hotel by early 2021.
RC: In this new world
that we’re living in, the
housekeeping department
has become more
important than ever.
What does that mean,
in terms of ensuring you
can do the job you need
to do? Will robotics play
a role?
BL: We haven’t done a
lot on robotics, but it’s
something the industry is
going to see more of, from
the standpoint of repetitive,
predictable tasks. In our
hotels, a lot of the tasks our
teams have are not repetitive
and predictable — they
might be repetitive in some
cases, but they’re not predictable.
So, it’ll be interesting to
see how robotics plays out in
the broader term.
AT: The housekeeping team
is quite traditional, so I relish
the notion of robotics and
re-imagining how to clean
guestrooms. When I think
of our partnerships with the
scientists and you think of
how hospitals clean, I know
that robotics are quite prevalent,
on the hospital side,
in operating theatres. Now,
on our hotel side, we still
have the sticky coffee-cup
rings, dust and debris and
we have to remember that
somebody still has to do that
mechanical work. I relish
the notion of how we [could]
re-invent some of this and
the best people to help us do
that, apart from scientists,
is actually our housekeeping
team themselves.
WC: I can’t say that we
dabbled a lot within the
technology aspects of things,
but with regard to enhancing
our communication between
the team and the housekeeping
hub in the hotel,
then yes, we’re coming up
with apps to highlight issues,
rooms that are completed,
need to be done or pending
issues. But, in terms of actual
cleaning, no, we continue
with the old-school methods.
In terms of chemicals, everything
is hospital grade.
AW: For Days Inn, Motel
6 and Studio 6, we’ve been
using the Clean-Trace
luminometer for years now to
help us with our housekeeping
efforts and really support
our housekeeping teams.
This year, in the height of
the pandemic, we launched
a franchise portal that had
housekeeping checklists
to help our housekeepers.
I don’t think robotics or
technology are something
we’ve really dabbled a lot
into right now, but there are
certain things that we are
doing to move us forward
within housekeeping.
AB: What challenges
do you face as you try
to implement these
protocols across not
only your Canadian
properties, but internationally
as well?
VC: The biggest challenge
I can tell you is that there
are medical officers in every
province, city, country and
state jurisdiction and our
hotels have had to keep up
with all of the changing
protocols that come with
operating hotels in all of
these jurisdictions. For an
operator or a general manager,
not only do they have to
ensure the cleanliness and
the health and safety of the
guests and the team members
in those hotels, they also
36 | JANUARY/FEBRUARY 2021
hoteliermagazine.com
have to adhere to what’s
happening right outside of
the hotel, in terms of the
changes in those jurisdictions
[and how they impact] how
we operate the business, how
we operate food and beverage
and how we make sure that
we are an ongoing business
through this crisis. From our
perspective, it’s just keeping
up with all of those changes,
which are literally happening
on a day-to-day basis.
AT: We have a global council
and we meet on a weekly
basis to make sure we’ve got
some consistency across the
board. One of the things that
is challenging, and we’re
seeing it more in the luxury
hotels, is that the guest is
actually wanting those touches
— they’re coming to the
luxury hotel, paying a lot of
money and wanting rabbits
out of hats. That really is a
challenge for us, globally.
SS: We have 5,900 hotels
around the world and they’re
all mainly represented by
small, individually owned
businesses, so there’s a really
big challenge for these owners
in light of the crisis. Revenue
has dropped to historic lows
and yet we have to invest all
of this money and resources
and training into making
sure that they’re brought up
to speed — it’s a lot to ask of
them and we’ve really had
to stand beside them. At the
peak of it all, we had 1,000
hotels closed during the crisis
and, through a tremendous
amount of support, we’re
now down to just 200. We’ve
really had to hold their hand
through all of this re-training
and education. One of the
priorities, and I’ll speak to
Canada specifically for a real
example, is about keeping
costs down while maintaining
that consistency.
RC: Since COVID-19 hit,
hotels have had to spend
a huge amount of money
on additional protocols
and measures to combat
this pandemic. How
sustainable is that for
the long term?
LP: Marriott’s point of view
is everything we can do to
instill confi dence so that
people can travel again is
imperative to our business.
We’ve all learned a tremendous
amount over the last
several months and continue
to evolve the protocols
and do it better and align
ourselves with experts and
suppliers and partners that
can help us do that. But, we
believe it’s just an essential
part of our service — the
cleanliness, the safety
precautions, everything that
we’re doing — so we haven’t
been charging an additional
cost for that because it’s part
of doing business.
VC: We need to have this
right now — you’ve got to be
at the forefront of cleanliness
and safety. Sure, there’s some
additional costs, but we’re
working with our operators
to offset some of those costs
right now. Do we think it’s
around for the long haul?
Absolutely. It’s going to be
around for a while, certainly
what we’re living through
right now isn’t going to go
away tomorrow, even with
the vaccine. We’re going to
support our franchisees from
that perspective and the
customer will continue to
have that confidence longterm
to continue to come
back and stay.
AB: Which segments
do you feel are
best equipped to
handle operating in a
post-COVID-19 world?
BL: The majority of our
hotels are limited service, so,
by the nature of the assets,
have fewer touch points and
we think that’s what a lot of
guests are looking for right
now. These types of properties
are also better equipped
to be able to operate really
efficiently at lower occupancies
and that’s probably why
the vast majority of our hotels
have been able to stay open
through the pandemic. Part of
it is location related, because
we know it’s a lot of a major
urban markets that have been
hit the worst. But, some of it
is asset based as well; just look
at how efficiently you can run
a 70- or 80-room limited-service
property as opposed to a
full-service property that has
a whole lot of amenities that
need to be open irrespective
of what occupancy you may
have. Clearly, none of us are
immune to the overall devastation
that has hit our industry,
but I think our hotels have
absorbed the impact with a
little bit more resilience.
LP: Our select-service
brands have been pivoting
very quickly in order
to meet the needs of our
transiting customers. Our
Residence Inn has done a
marvelous job, just by virtue
of that style of hotel, it’s
able to step up. Our suite
product is going to continue
to be a really important
amenity in order to manage
all of the different safety
requirements and the ability
to social distance. When
I talk about the meeting
space, in our convention
business, struggle isn’t the
right word. I would say it’s a
very comprehensive job that
needs to be done to instill
confi dence, to demonstrate
the expertise we have to be
able to manage large groups
and make people understand
our capabilities — how
to handle that customer
from the time they arrive
through to their trade show
or through food-and-beverage
needs. But, candidly, we
need to do the same thing
with our government stakeholders
so that they can see
how comprehensive a job
we’ve done, how thoughtful
our work is. We’ve aligned
ourselves with the best
in the business and we’ve
thought through fl oor plans
and technology and the
path of the customer and all
of that. I would say there’s
more work to be done in
that regard.
SS: Mainstream and extended-stay
travel has fared better
than some of our other
segments. And, thankfully,
70 per cent of our open hotels
are in our mainstream brands,
Holiday Inn and Holiday Inn
Express. We’ve seen that those
brands, as well as our extended-stay
brands like Staybridge
Suites and Candlewood, have
been faring much better for
longer length of stay, projectstyle
and essential-work
business. So, we’ve been well
positioned there and I think
that will continue throughout
the first and maybe second
quarter of 2021. But, what
Laura was touching on is a
really important point to
make, which is advocating to
our government bodies to help
our hotels get through this on
a bigger scale. ◆
You can watch the entire webinar,
Hotel Safety Protocols in the
COVID-19 Era, HERE.
hoteliermagazine.com JANUARY/FEBRUARY 2021 | 37
Fishing
WHERE
THE
REVENUE MANAGEMENT
EDITORIAL
ARE
Revenue teams should
access non-traditional data
sources when looking for
demand clues
BY BONNIE BUCKHIESTER
Fish
Over the past months, I’ve
witnessed with almost
incomprehension the
changes the COVID-19
pandemic has forced
upon our industry. From operational
standards to accounting practices,
forecasting methodologies to budgeting
scenarios, multiple segments to one
dominating segment and remote sales
efforts to heavy reliance on digital
marketing — nothing is the same.
And so, it’s no surprise that traditional
revenue-management approaches are
no longer sufficient.
I continue to be impressed by so
many organizations that have made
it their mission to find ways to help
us all better understand consumer
sentiment and buying behaviour. The
wealth of information available is
staggering and kudos to the countless
companies that have gone out of their
way to provide stay-safe guidelines and
planning-for-recovery roadmaps, not to
mention the 24/7 statistical overviews
that help us understand today’s reality
and tomorrow’s challenges.
But, in all of this is the reality of
information overload — as if we
didn’t already have a lot of data from
which to make better decisions. So,
as I continue to wade through what
seems like an ocean of information, I’ve
tried to isolate those pieces of market
intelligence that will most effectively
support decision making. Although
this is different for every hotel, there’s a
globally applicable approach to search
out resources. I see these data sets in
concentric circles, going from macro to
micro; the outer-most ring representing
macroeconomic trends and the inner-
ISTOCK.COM/USENG
38 | JANUARY/FEBRUARY 2021
hoteliermagazine.com
I CONTINUE TO BE
IMPRESSED BY SO MANY
ORGANIZATIONS THAT
HAVE MADE IT THEIR
MISSION TO FIND WAYS
TO HELP US ALL BETTER
UNDERSTAND CONSUMER
SENTIMENT AND BUYING
BEHAVIOUR
most ring what’s happening in your backyard.
Let’s start with that outer-most ring. For example, at the
recent virtual Hotel Data Conference, one presenter shared
valuable insights on U.S. travel spending, GDP statistics,
unemployment figures and recovery forecasts. Although no
one has a crystal ball, the data presented will most certainly
assist in the 2021 budgeting process. I’m not suggesting that, as
revenue managers, we don’t pay attention to macroeconomic
information, but we really have to be “glued to our screens”
this year when it comes to understanding the bigger picture.
For example, we keep reading about phases of how business
will return — the initial phase being domestic-leisure drive
and domestic-leisure fly, et cetera. As a lens on the broader
picture, that makes sense. But I, for one, certainly didn’t
know the details around the U.S. balance of travel; that
there were some 97.5-million outbound departures in 2019
and 78.9-million inbound arrivals. The presenter suggested,
if Americans aren’t making international trips because of
border closures and COVID-19 restrictions, then there are
potentially about 19-million more U.S. travellers who may
take a domestic trip. That figure certainly makes for interesting
demand clues.
Now, let’s take a step into the next concentric circle and
ask what’s happening in my region? I recently attended a
weekly revenue meeting during which the team examined
feeder markets in detail. They asked and answered questions
about COVID-19-related travel restrictions to/from those
markets; shifts in school-break schedules; weather patterns;
airlift; and TSA statistics. They accessed travel-pattern data
from the U.S. Travel Association and traveller-sentiment
survey data from South Carolina-based Fueltravel.com.
They also took a look at Skift’s Recovery Index, which
accesses and consolidates data from 10 different sources, six
of which are not in wide use by revenue teams. For example,
one data source is Arrivalist, which uses
“mobile location datasets to provide
actionable insights on consumer
behaviour, competitive share, media
effectiveness and market trends and has
been tracking driving behaviour of U.S.
residents.” There are lots of demand
clues there, too.
Finally, let’s examine that inner most
concentric circle — the one that applies
specifically to your own backyard. The
traditional data sets certainly form
part of the clues to demand trends.
Reports such as room-night production
by channel, market-segment trends,
rate shops, STR market-share reports,
lead-time statistics, length-of-stay
patterns and regrets/denials.
But now, in these COVID-19-induced
times, this revenue team was
also paying much more attention to
search stats, for what dates, for what
lengths of stay and with what level of
conversion? They examined rate progression over time to
determine if there was rate stabilization and paid particular
attention to shifts in booking lead times, so as not to inadvertently
make “knee-jerk” reactions to demand levels that had
not yet fully materialized. They looked at average rate and
average spend by zip code and, at one point, compared search
statistics year over year to see just how different consumer
research was being conducted pre-COVID-19 compared to
post-COVID-19.
The team determined that, for many arrival dates, conversion
ratios remained strong, so they knew price was not the
issue. They utilized a heat map in Power BI to further identify
booking trends and accessed market intelligence from both
Airdna and Transparent to enhance their understanding of
the impact of alternative accommodation. Finally, with a
recent subscription to ForwardKeys, they examined data that
predicts travel patterns based on booking transactions, so
that they might better monitor and anticipate shifts in traveller
intent.
I have to emphasize that by mentioning several vendors by
name, I’m not inferring advocacy — I’m simply saying that
during these unimaginable times, we have to broaden our
scope when searching for demand clues. The bottom line is to
research the available data sources and determine which ones
make the most sense for your market and your hotel. Clearly,
there are myriad resources choices; the ultimate objective is
to fish where the fish are. And, finding the best fishing spots
means searching comprehensively for demand clues.
Bonnie Buckhiester is the principal of Buckhiester Management,
a North American revenue-management consulting firm serving
the hospitality industry.She was recently named one of the Top 25
Extraordinary Minds in Sales, Marketing & Revenue Optimization
by HSMAI. She can be reached at buckhiester.com.
hoteliermagazine.com JANUARY/FEBRUARY 2021 | 39
EDITORIAL F&B
HAS COVID-19 KILLED THE
BREAKFAST
BUFFET?
Minimizing risk in the hotel sector has also
meant suspending one of its most trusted lures
BY JENNY FEBBRARO
ISTOCK.COM/802290022
THE IMPACT OF COVID-19
on the local and global hospitality
industry has been undeniable.
According to the Ottawa-based Hotel
Association of Canada (HAC), not
only have thousands of jobs been lost,
but small hotels in particular have
found themselves in dire straits. Yet,
for those consumers who still frequent
hotels under pandemic conditions,
operators are struggling to replace a
mainstay of the midscale property —
the breakfast buffet.
Brian Leon, president of Choice
Hotels Canada, says there has been
a huge impact on its complimentary
breakfast offerings. “Balancing breakfast
expectations of the midscale
consumer with safety can really be
a challenge,” he says. “Consumers
have come to expect the plentiful
buffet with options they can peruse
and pick from. But, current safety
measures need to take priority —
though this can have a negative
impact on the guest experience.”
While Leon notes there really is
no comparable replacement to the
breakfast buffet, he says ‘grab-and-go’
options given out by front-desk staff
have become the alternative. These
options include beverages, fruit,
a bakery item (such as a croissant
or muffin) and a hot item — such
as a breakfast burrito or breakfast
sandwich. While the choice for
consumers is still there, Leon says
overall demand for grab-and-go
remains relatively low.
The other ubiquitous complimentary
offering — coffee — still
remains available with the breakfast
options, though Choice Hotels has
had to suspend the 24-hour coffee in
the lobby. “This was simply to reduce
the lobby touch point,” says Leon.
“And, running a clean hotel is all
about being extremely vigilant about
what those touch points are.”
“As business eventually picks
up post-COVID-19, we do see the
breakfast room returning, likely
around 2022,” says Leon. “Generally,
customers understand what is at stake
— their own health and wellness.”
Jessica Twine, co-ordinator of
Corporate Communications for IHG
Resorts and Hotels, says meeting guest
expectations has been difficult. “We
know how important it is to get breakfast
right for guests. But, at the same
time, it’s our responsibility to follow
the various COVID-19 restrictions
— which have a huge impact on our
breakfast buffets,” says Twine. “But,
despite the challenges, we’re working
closely with owners to offer a number
of safe, cost-effective and high-quality
guest options as an alternative.”
Twine says Holiday Inn and extended-stay
limited-service brands offer
three possible solutions to the removal
of their breakfast buffets. The first is a
grab-and-go continental breakfast that
owners can choose from. “This might
include a baked food, fruit, yogurt
and beverage, plus an additional item
that can be changed depending on
what individual owners prefer and on
what the occupancy levels are at any
one particular time,” explains Twine.
“The second option is a grab-and-go
range of hot sandwiches alongside a
selection of continental items and the
third option is a hot breakfast served
by a host.”
In contrast, the full-service IHG
brands provide a wider range of
choice. Twine says working with
owners helps to customize these
options to meet customer needs.
“There will be an expanded range of
table service breakfast choices,” says
Twine. “However, these enhanced
options vary depending on brand and
40 | JANUARY/FEBRUARY 2021
hoteliermagazine.com
market. Some offer a ‘breakfast-in-bed’
option or ‘chef’s table in your room’ as a
more upscale option.
Both Leon and Twine attest to guests’
appreciation of operators’ adherence to
safety procedures and the feedback has
been positive. Choice has implemented
a “Commitment-to-Clean” program
where each property has a captain,
a staff member who has engaged in
additional training and is taking the
lead on bringing elements of the
program to life at the hotel level.
“The captains also are part of administering
a clean and safe breakfast experience,”
says Leon. Analyzing touchpoints
and ensuring a safe grab-and-go program
are crucial to maintaining guests’ customer
loyalty. “Overall, our hotels have been
coping well and our guest- satisfaction
scores are actually growing.” In part, this
can be attributed to guests viewing the
frequency of cleaning in public areas such
as the lobby and around the front desk.
When buffets do return however —
likely within the next two years — Leon
says they won’t necessarily return to
‘normal’. “From this point on, there
will always be that drive to reduce
touchpoints, for example, there may
be pre-portioned options to reduce the
use of items such as spoons, tongs and
ladles,” says Leon. “I can also see menus
being adjusted to feature more grab-andgo
items that reduce congestion at the
buffet, as well as the implementation of
sustainable, single-use items to reduce the
repeated use of silverware and china.”
He also notes that the buffet set-up
might be designed differently too
— with a side section with take-out
containers for consumers who wish to
easily transport food to consume in
their rooms or even to take with them
when they check out. “While reducing
our touchpoints might be essential
today — many of these practices will
carried into the future,” says Leon.
“But, the breakfast buffet is definitely
set to return — we just don’t know
when exactly.” ◆
hoteliermagazine.com JANUARY/FEBRUARY 2021 | 41
TECHNOLOGY
EDITORIAL
STREAMLINED S
HOTELS AND GUESTS ARE EMBRACING MOBILE CHECK-IN
IN OUR REDUCED-CONTACT WORLD
BY DANIELLE SCHALK
ISTOCK.COM/LIGHTCOME
The past year has shifted
operators’ focus to providing
streamlined, low-contact
hotel experiences for guests
in a big way. While the
industry was already headed
towards technology that achieves these
goals, the pandemic and related safety
concerns fast-tracked implementation
and adoption of solutions such as
mobile check-in.
“Since the rise of COVID-19, we’ve
seen a growing interest in a contactless
experience at our hotels,” says Don
Cleary, president at Marriott Hotels of
Canada. “Guests want more control
and functionality in the palm of their
hands to personalize their stay and
provide a seamless experience —
especially with the global pandemic.”
While Marriott has offered mobile
check-in through its Marriott Bonvoy
app since 2013, Cleary explains that
the company has now expanded the
offering beyond its loyalty program. “In
October, to accommodate the demand
of leisure travellers staying at our
hotels — many of whom were not yet
members — we launched a new ‘checkin-now’
button on the confirmation
page of the desktop and mobile web
experiences. It’s proven very popular,
with tens of thousands of guests using
this functionality every month, and
we’ll have this available at all our
hotels in Canada by early 2021.”
Stuart Butler, Chief Operating
Offi cer, at South Carolina- based Fuel,
which provides software and marketing
solutions to the hospitality industry,
points out hotels catering largely to
business travel had been seeing continuous
increases in demand for mobile
check-in prior to the pandemic. “But
there was never really a major demand
from leisure consumers,” he explains,
adding recent health concerns have
changed that.
“Living through this pandemic,
everyone has seen digital adoption
accelerate,” says Jessica Davidson, SVP,
Digital at Wyndham Hotels & Resorts,
which recently launched a re-designed
mobile app.
While the pandemic wasn’t in
Wyndham’s sightline when it began
developing the app, Davidson says
its launch in September allowed the
company to introduce new features when
they were needed, including a rollout of
mobile-check-in/out to approximately
6,000 economy and midscale Wyndham
properties in the U.S.
“[This] took a lot of careful planning
42 | JANUARY/FEBRUARY 2021
hoteliermagazine.com
TAYS
with our operations and technology
teams,” adds Davidson, which included
starting with a smaller property set in
order to receive feedback and iron out
the kinks, as well as providing training
modules, prior to the large-scale rollout.
“Hotels overwhelmingly want this type
of technology during a pandemic,” shares
Butler. “Our inquiries have increased
more than 400 per cent on the product
since the pandemic started.”
However, guests’ comfort level with
new technologies has been shaping
adoption of contactless experiences.
Fuel has introduced functionality to
support completely contactless checkin,
which allows ID verification to
be completed through the app. But,
Butler explains, “The vast majority of
guests and properties still want guests
to come to the front desk.” He notes
a reduced-contact check-in, where-
by guests can fill out
forms digitally and
complete the process
by picking up their
key at the front desk,
is desirable for a large
number of customers.
“We’ve seen a lot
of people, especially
Wyndham Hotels
& Resorts reported its
new mobile app saw sizable growth in
downloads and engagement between its
launch in late September and the end of
2020. Ratings also increased to 4.6 out
of fi ve in the Apple App store and 4.7
out of fi ve in the Google Play store.
young people, who are willing to do a
good amount of that process [digitally],”
Butler adds. “The key is providing
choice to the guests to do what they
feel comfortable doing.”
And, moving even a part of the
process online can create more efficient
operations. As Butler explains, “You
can dramatically reduce the time it
takes to check-in. Even if the guest still
comes to the front desk, you’re taking a
10-minute process and turning it into a
30-second to one-minute process.”
“Mobile and web check-in has
enabled our front-desk associates to
spend less time on routine tasks and
more time providing an even higher
level of personalized service,” agrees
Cleary. “Historically, the mobile-app
experience has even helped lift overall
guest-satisfaction scores.”
Butler also points to customer data
as a key benefit to taking this process
digital, explaining, when forms are
completed digitally, the data is more
readily available and easily leveraged,
as it can be uploaded directly to a
hotel’s CRM or PMS. “But, where the
value proposition has always been with
mobile technology, once a guest is
checked-in on their mobile device, you
now have a way to individually address
them with communication on a one-toone
level,” he adds, noting in-app
messages are less intrusive than options
such as SMS/text messaging.
And, while apps are a key focus
when looking at low-contact solutions,
Butler reiterates the importance of
giving guests choice. He explains that
Fuel recommends its clients offer both
an app and mobile-friendly website.
“It should all tie together,” he says.
“But, there’s an inherent advantage to
encouraging people to download the
app, because now you have them in
your own walled garden.”◆
Fuel's solutions include
options for completely
contactless check-in
Customer Adoption
A U.S. customer survey conducted by Fuel in May app than at the front desk. However, when asked if they
revealed travellers have mixed feelings about using were willing to check in using a mobile app, 81 per cent
technology to bypass the front desk. While fear of close of respondents said yes. For millennials, that percentage
interaction with other guests (50 per cent) and common increased to 89 per cent. But, it’s important to note that
areas (42.5 per cent) ranked among the top reasons that a willingness to check-in via app does not translate to a
would prevent a hotel stay, respondents rated checking willingness to use digital keys to access rooms — only
in at the front desk as the most popular way to checkin
59.9 per cent of respondents indicated a willingness to
for their next vacation. This wasn’t the case for all use this technology. This stat jumps to 72 per cent when
groups. Millennials were more inclined to check-in via an looking specifi cally at the millennial subset.
hoteliermagazine.com JANUARY/FEBRUARY 2021 | 43
HOTELIER
AHEAD
OF THE
CURVE
The Annex’s GM Ryan
Killeen uses technology to
keep guests and staff safe
during the pandemic
BY ROSANNA CAIRA
Having a mother who worked in the hotel
industry means Ryan Killeen’s been
hooked on hospitality since he was 10
years old. “I was intrigued by everything
that went on behind the scenes,” says
Killeen, who was born in Hong Kong four years before
rule in the region was returned to China.
After completing two years of a Hospitality
Program at Vancouver Community College, Killeen
landed his first job as a housekeeping attendant at the
Fairmont Pacific Rim. And, after working in Dubai
for a year, he returned to Canada to further hone his
skills in a variety of integral roles.
These days, while the COVID-19 pandemic has
wreaked havoc on the hospitality industry, Killeen’s
role as GM of The Annex in Toronto, a 24-room,
micro-boutique hotel outside the city's downtown core — has taken on new dimensions.
The pandemic may have accelerated many hoteliers’ use of technology, but at The Annex,
tech has always been a part of its DNA. “We’ve eliminated task-oriented work via technology.
We don’t have a front desk, rather guests complete their check-in process digitally. Upon arrival,
they head straight to their room where they enter using a room code provided. iPads loaded
with online streaming services replace TVs. Self-serve closets on each floor have eliminated
30-minute waits for extra towels.”
Killeen says “COVID-19 has been the ultimate test of high-tech, low-touch operations. We’ve
been able to accommodate our guests and deliver the level of service they’ve become accustomed
to from a safe distance. In fact, with the exception of the housekeeping team, the hotel
is able to operate remotely and has been doing so since its opening in 2018. Our monitoring
systems also play a large role in keeping our building safe and secure. The business has thrived
somewhat in this environment.”
From a protocol perspective, the hotel’s reduced team of eight (previously 25) has made
safety its top priority.
And, the hotel has been able to re-purpose rooms to serve as offices. While the world
continues to battle the pandemic, Killeen says The Annex will continue to “double-down
on the use of technology, fine-tune aspects of the guest experience and forge even tighter
local relationships and partnerships that will benefit our neighbourhood, as well as provide an
‘authentically local’ experience for guests.” ◆
QUICK
QUIPS
Hotel Philosophy
“Creating a true local
experience that doesn’t
come with a hefty price
tag.”
Advice to Aspiring
Hoteliers:
"Take chances, make
mistakes and get messy.”
Management style:
“Direct. Period. I hold my
team to a high level of
service. It’s crucial that I’m
willing to jump in on the
fly and demonstrate those
expectations.”
PHOTO BY ADAM DEYELL
44 | JANUARY/FEBRUARY 2021
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