PaiRing mode Hotel partnerships are evolving as the “ sharing economy ” gains momentum , and hotels are leveraging it to — they hope — burnish their brand relevance and serve guests in one stroke .
“ A lot of these relationships are born out of the desire to be more relevant to the millennial audience ,” says Chris Davidson , executive vice president , global strategy at MMGY Global , a travel and hospitality marketing firm . But “ every brand has to consider whether that experience is consistent to their brand promise to their guest .”
Take Uber , which is popping up as a partner even as U . S . cities grapple with how to regulate the upstart ride service . Choice Hotels International ’ s loyalty members can earn Uber rides at check-in . Starwood
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Hotels & Resorts Worldwide members rack up points when they use the service . “ We evaluate potential partnerships through the lens of our members — how we can create unique travel experiences and strengthen loyalty ,” says Starwood , which |
Customers won ’ t bite unless the partnerships truly add value to the relationship .
didn ’ t quantify how many loyalty members use the program .
But Davidson warns : Customers — particularly millennials — won ’ t bite unless the partnerships truly add value . Hilton Worldwide ’ s HHonors members can order an Uber from Hilton ’ s app . That could
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be perceived as valuable , Davidson says , but some customers might simply open the Uber app directly .
Ten of Twenty Four Seven Hotels ’ sites under management have deleted shuttle services and begun offering guests complimentary airport rides through Uber for Business . Many customers use the service themselves , says Leesa Gibbons , vice president of operations at Twenty Four Seven .
While she doesn ’ t have financial metrics , Gibbons believes it has saved money . And if there ’ s a glitch ? “ If Uber wasn ’ t available , we ’ ll ask the guest to jump in a taxi and we ’ ll pay for it .” Down the road , if a better option is found , there ’ s no contract to terminate . “ We do our best to satisfy the guest ,” she says . “ That ’ s the business that we ’ re in .”
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Part of Janis Cannon ’ s first weeks on the job included hanging out in hotel lobbies . But she wasn ’ t just passing the time . Choice Hotels International ’ s new senior vice president , upscale brands , was talking to guests , observing the action and doing research .
Cannon is charged with leading urban market development for Choice ' s upscale brands , Cambria Hotels & Suites and the Ascend Collection , the company ’ s soft brand . She describes her mandate in three words . Rooms : bringing more to the portfolio . Revenues : getting new properties to perform at maximum potential . And ramp : getting them there fast . She also uses three words to describe Choice , which she joined in April from IHG . “ The culture here is very much one that is built on family , familiarity and relationship . … That allows you to make decisions very quickly , and it allows you to be nimble and have speed to market . There ’ s a lot of trust .”
Speed to market is key for Cambria , which has 47 hotels in its pipeline . “ It ’ s the core component in terms of long-term strategy ,” she says . Four Cambrias in various stages of development in Canada are the platform for a global launch of the brand , although Cannon won ’ t say where beyond major capital markets .
“ That ’ s the conversation we ’ re having now ,” she says . “ We want to make sure we have the platform , technology and infrastructure to support the hotels .” The proof of performance is coming , she adds , from Cambria ’ s New York hotels — in Times Square and Chelsea .
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