Six Important Needs and Wants in Hospitality|Insights from

Needs and Wants in Hospitality

One:  Increased Cooperation between Franchisors and Franchisees. 

The franchise model has been proven to be a successful vehicle for hundreds of thousands of businesses in many industries globally.  There are obvious areas of potential differences of interpretation in the franchise agreement, yet the concept of cooperation makes so much more sense than has been the mis- directed sense taken by some organizations.  The consolidation of Brands by a relatively small number of international companies has led to intensified friction in certain markets and types of hotels.  There should be enough market difference for franchisors to provide the distinction which would reduce many of the frustrations for all parties.  Consumers also are confused because there are so many products offered by the same franchisors that appear to have little distinction.  We include this in our consulting and training, as well as having written on this in the past (Getting the Most out of your hotel franchise investment)

Two:  Amplified Support of Hospitality Associations

A generation ago, many hospitality associations served as primarily professional centers of information and socializing.  Today they have become centers of education, political lobbying, networking, consumer marketing and provide other needed services for Hotels, Restaurants,  clubs, spas and other hospitality businesses.

Three: Better Attentiveness to the Need for Political savvy. 

This does not mean just following the crowd or lobbying only for special interests, but rather a sincere collaborative effort with government.  Regardless of political affiliation or party, government needs to work with the business community leaders to effectively make progress.  Business is used to be working towards specific measurable results, while too many politicians seem to work on getting re-elected.  Genuine collaboration may mean serving on community councils or commissions, which also means the opportunity to have open and ongoing input in the process.  For those of us who have served on some of those commissions, we have been able to influence through logic and sincere dialogue.

Four:  Appropriate renovations aimed at consumer satisfaction and a targeted ROI.

Brands need to grow, and consistency and product differentiation is important for the identity of those brands.  At the same time, if brands insist on certain renovations that are clearly designed to strengthen the brand identity as contrasted with long-term owner profitability and success, the conflicts identified in #1 are created.  Consumers are the ones who eventually paying for these renovations and improvements; if they are misdirected, those hotels and brands can go the way of many airline companies and hospitality brands that have been involved in on unsuccessful bankruptcies the last 25 years.

 Five:  Practical Strategic Planning

Peter Drucker introduced the term management by objectives more than 50 years ago.  With his approach to strategic planning, options were identified, considered, discussed and executed.  Using the SWOT analysis (strengths, weaknesses, opportunities, and threats), hoteliers can actively deal with OTAs, revenue management, asset protection, staff development, competitive marketplaces, and proper market positioning.   Dealing with these and other issues cannot happen by themselves and will require senior management commitment and support.  In my 35+ year career as a hotelier, educator and consultant, I have seen repeated successes of those who take the time to follow this process.  We write on it often, share approaches on our site and know it works.

Six:  Augmented Training

One cannot “train hospitality”, just as one cannot specifically “teach attitude.”  One can influence personalized service.  This personalized training is not globally the same cannot only offered in the generic programs promoted by some brands and management groups. It must be one that is felt, developed and shared by key owners and managers.  We all know that favorite restaurant or inn where we are always made to feel welcome.   How do you suppose that happens?


Success does not come by accident or chance.

Contact us for assistance. or 602-799-5375 was created to help hospitality businesses address problems via a training and information resource site to help you increase your Hotel’s revenue, market share and profitability.  With more than 1,000 pages of tips, guides, best practices, strategies, plans, budgets, videos and resources, is the #1 independent website for hotel owners and managers.  This site can help you solve your problems now!      Read More  

KEYS TO SUCCESS  is the umbrella title for my 2011-2012 programs, hospitality services and columns. This year’s writings focus on a variety of topics for hotel owners, managers and professionals including both my “HOW TO” articles, HOSPITALITY CONVERSATIONS™, Lessons from the Field™, Hotel Common Sense™ , THE P-A-R PRINCIPLE™  and Principles for Success.

Feel free to share an idea for a column at   anytime or contact me regarding consulting, customized workshops, speaking engagements … And remember – we all need a regular dose of common sense,


John Hogan is a successful hospitality executive, educator, author and consultant and is a frequent keynote speaker and seminar leader at many hospitality industry events. He is CEO and Co-Founder of , which delivers focused and affordable counsel in solving specific challenges facing hospitality today.  is a membership site offering a wide range of information, forms, best practices and ideas designed to help individual hoteliers and hospitality businesses improve their market penetration, deliver service excellence and increase their profitability.
Your Hospitality Resource for the Hotel Owner, Innkeeper, Manager and Hospitality Industry Associations.


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