Franchised hotels represent a delicate balancing act. Brand standards can offer an outline for success, but if they’re too strict, they can also limit operators’ ability to deliver personalized, localized experiences to their guests.
The best brand standards are purposeful guideposts. They focus on essentials, while allowing hoteliers to respond to their unique markets in a way that aligns with that brand’s core promise. Overly rigid standards can create friction instead of support, pulling attention from what guests truly value.
So, what are the hallmarks of brands that support instead of restrict?
The best brands prioritize communication, empower operations teams and promote guest-centric thinking so that franchisees are better equipped to operate efficiently, respond to local drivers and build guest loyalty, all of which strengthen the brand overall.
Building a communication foundation that actually works
Communication serves as the foundation of success in hospitality, and this is especially true in franchise hotel operations. But it’s important to remember that this isn’t a one-way process; instead, it should include everyone involved in contributing to not only the success of the brand but also the hotel.
On the franchisor side, this means being able to explain the purpose of each brand standard and its impact on both the guest experience or hotel operations clearly and concisely to franchisees and their teams. In turn, franchisees must understand the rationale behind these brand standards while also recognizing and pursuing opportunities unique to their markets. Ideally, brand standards provide operators flexibility to adapt to their market and local guest needs, and when questions arise, touch base with their franchisor to discuss their options. Proactive communication with the franchisor can help ensure alignment and success.
For example, while a brand may require that its hotels provide a specific breakfast offering, an individual hotel may find a need to offer a grab-and-go meal or partner with a nearby restaurant in response to a specific group's request — not as a standard, but as a way to meet unique guest needs. If the operator wants to pursue a breakfast option that isn’t mentioned as a possibility in the brand standards, a good, open relationship with the brand will open doors to a mutually beneficial outcome.
Finally, communication must flow across all levels of the organization, from the brand to the franchisee, through internal property teams, and in team interactions with guests. Hospitality is a community, and communities thrive when members can connect, share their knowledge and experience, and support one another.
Empowering operations teams to deliver excellence
The right tools and training can transform operations from a daily struggle into a competitive advantage. Successful brands invest in both technology platforms and staff development that remove friction from essential tasks, allowing teams to focus their energy on delivering exceptional guest experiences.
On the technology side, solutions such as single sign-on portals simplify access to systems and improve operational efficiencies. Guest feedback platforms help operators find opportunities for improvement. Analytic platforms centralize performance data for faster, clearer and more informed decision making. Maintenance ticketing and housekeeping systems improve communication between departments and improve room readiness and guest satisfaction.
While technology handles the systems side, staff training addresses the human element. Frontline staff are the ones who deliver the guest experience, and they should be empowered to do what it takes — within reason — to deliver on brand promises without running up against restrictive standards. Franchisors must focus on supporting and developing the leaders already working for hotels under their flag.
Brand support becomes even more valuable when franchisees operate multiple properties. Multi-property owners have the opportunity to scale their success across diverse markets, and the right tools and training, partnered with a collaborative environment, can help these multi-property owners excel. And when it’s time to add another property to their portfolio, they’ll remember which brands offered the flexibility and support that set them up for continued success. Success is a shared mission, not a solo effort.
Keeping the guest at the center of it all
Most importantly, neither the brand nor the franchisee should lose sight of what matters — the guest. Every decision — from brand standards to operational technology — should ultimately serve the goal of delivering a memorable, seamless and personalized guest experience.
Remember, it is the brand’s role to enable great experiences, not control every aspect of a hotel’s operations. When a property gets the feeling right for its guests, it builds loyalty, reputation and long-term success. And sometimes that’s not achieved by adhering to a book of overly rigid standard operating procedures (SOPs). After all, hospitality is about how guests feel — not checking boxes. When the brand doesn’t tie their hands, the people on the ground are empowered to create that.
While it’s always a delicate balance, the best brands and franchisees work together to create an environment where operational efficiency and brand consistency never come at the expense of the guest. Instead, they collaborate to ensure that every standard, every tool and every decision is rooted in creating operational efficiency and enhancing the guest experience.
Sarah Dinger is executive vice president of franchise operations at My Place Hotels of America.
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