happykeeper
Well-known member
- Joined
- Dec 11, 2008
- Messages
- 1,758
- Reaction score
- 0
The first theme is that in order for our industry to grow, a standardized model that increases brand awareness and reliability and reduces mystery and chance is essential.
The second theme is that in order for our individual businesses to grow, a unique niche with distinct plaudits and personalized memories and service are essential.
As is often the case in a healthy chat, opinions are fluid and many of us find ourselves dichotomously defending both of these themes. We struggle with the values of a hotel business model that doesn’t fit the reality of our inns yet we continually search for a way to improve the reliability of our business. We blanch at the commissions that hotels pay gladly and we chafe at special recognition other inns seek or receive.
Yet, we all want to find the answers that will make our inn and our industry one that provides us with a good living, a good quality of life, and sense of pride.
Now, the easiest thing to do is to read and react. To find some bit of what I have said and to toss out a narrow reaction. It’s much harder to read and reason. To forget about the prose and to think about the bigger idea where you resist taking a side but look at how the two can become one.
For me, I have not completely reconciled how to bring these two together so that the bed and breakfast industry can grow. I reject the head in beds (are you losing reservations?) approach that directories push at us and I often feel that may ultimately drive our industry as we know it today out of business. It feels dangerously close to a model that will produce an increasing number of bed and breakfast chains run by staff.
Yet, I know that the reason hotels have been successful is because there business model works. They have removed the mystery and chance. The Super8 in Billings is the same as the one in Orlando, except for the attraction brochures. Worse, they took the heart of our industry and made it their own. Get a great rate, make your own waffle, and save even more.
Now, I understand the desire on the part of those with big ambitions to take that model and begin to assimilate our industry. It’s a proven success. Then, I get this itch that tells me that it is the beginning of the end and my tummy churns.
How can we be a part of the solution? Can we? You see John B. on here asking. You see Jay K. on here asking. You know countless others are lurking and asking.
How does a small inn come together with other inns under a branded umbrella without losing the core guests that seek us out?
How can a small inn get exposure without coughing up back breaking commissions?
These are just a few of the questions that we ask. What questions do you ask?
The second theme is that in order for our individual businesses to grow, a unique niche with distinct plaudits and personalized memories and service are essential.
As is often the case in a healthy chat, opinions are fluid and many of us find ourselves dichotomously defending both of these themes. We struggle with the values of a hotel business model that doesn’t fit the reality of our inns yet we continually search for a way to improve the reliability of our business. We blanch at the commissions that hotels pay gladly and we chafe at special recognition other inns seek or receive.
Yet, we all want to find the answers that will make our inn and our industry one that provides us with a good living, a good quality of life, and sense of pride.
Now, the easiest thing to do is to read and react. To find some bit of what I have said and to toss out a narrow reaction. It’s much harder to read and reason. To forget about the prose and to think about the bigger idea where you resist taking a side but look at how the two can become one.
For me, I have not completely reconciled how to bring these two together so that the bed and breakfast industry can grow. I reject the head in beds (are you losing reservations?) approach that directories push at us and I often feel that may ultimately drive our industry as we know it today out of business. It feels dangerously close to a model that will produce an increasing number of bed and breakfast chains run by staff.
Yet, I know that the reason hotels have been successful is because there business model works. They have removed the mystery and chance. The Super8 in Billings is the same as the one in Orlando, except for the attraction brochures. Worse, they took the heart of our industry and made it their own. Get a great rate, make your own waffle, and save even more.
Now, I understand the desire on the part of those with big ambitions to take that model and begin to assimilate our industry. It’s a proven success. Then, I get this itch that tells me that it is the beginning of the end and my tummy churns.
How can we be a part of the solution? Can we? You see John B. on here asking. You see Jay K. on here asking. You know countless others are lurking and asking.
How does a small inn come together with other inns under a branded umbrella without losing the core guests that seek us out?
How can a small inn get exposure without coughing up back breaking commissions?
These are just a few of the questions that we ask. What questions do you ask?