BEST WESTERN INTERNATIONAL ’ S UNIQUE BLEND OF BRAND STRENGTH AND OPERATIONAL INDEPENDENCE MAKES IT A POPULAR CHOICE FOR GLOBAL OWNERS SEEKING A FLAG WITH NO STRINGS ATTACHED .
THE PIPELINE : BEST WESTERN INTERNATIONAL
BEST WESTERN INTERNATIONAL ’ S UNIQUE BLEND OF BRAND STRENGTH AND OPERATIONAL INDEPENDENCE MAKES IT A POPULAR CHOICE FOR GLOBAL OWNERS SEEKING A FLAG WITH NO STRINGS ATTACHED .
By Oriana Lerner , contributing editor
Best Western International ’ s 4,000 properties in more than 100 countries have made it a perennial name at the top of the hotel industry ’ s leader board . But it hasn ’ t always been top of mind for developers , owners and guests recently . The next few years could change that . Thanks to a fee structure that averages 50 % less than that of most leading franchisors , a powerful reservation / marketing system and a newly segmented family of flags , Best Western has become an intriguing option for developers and owners who want bigbrand strength and the freedom to maintain control of day-to-day operations . At a time when 60 % of the world ’ s hotels remain unbranded , that ’ s a lot of upside .
After 66 years in the hotel business , Best Western understands expansion is not going to be easy . “ Generally , we ’ re not going to get the big conference hotels that Marriott or Hilton would get because those developers want a management-based flag ,” says Mark Williams , vice president , North American development .
While Best Western has always been good at understanding what it isn ’ t — a hard brand with control over day-to-day operational requirements — in recent years its leadership began to see problems in defining what the brand was . The company realized that if it wanted to continue to grow into new markets , it needed to address the diluted identity .
“ In the past there was the perception that Best Western was primarily a roadside brand , and since Asia does not have a large roadside market , we have had to work hard to educate potential owners about what the brand truly offers ,” says Glenn de Souza , vice president of international operations – Asia & Middle East , Best Western International .
Confusion was also affecting owners ’ ability to drive ADR . “ With only one brand , properties in the same area could have rates from US $ 80 to US $ 300 ,” Williams says . “ Rate resistance was an obstacle for many of our owners .”
Tiered approach That is what prompted the company to divide its portfolio into three tiers in 2011 , with each treated as a separate brand . While the company has had the Premier designation outside the United
Best Western Premier Indochine Palace , Vietnam
“ IN THE PAST THERE WAS THE PERCEPTION THAT BEST WESTERN WAS PRIMARILY A ROADSIDE BRAND , and since Asia does not have a large roadside market , we have had to work hard to educate potential owners about what the brand truly offers .” – Glenn de Souza , vice president of international operations – Asia & Middle
East , Best Western International www . hotelsmag . com April 2012 HOTELS 43