THE SOFT APPROACH

As a soft brand, World Hotels is trying to appeal to independent hotel owners by offering them increased autonomy around operational aspects and design while benefiting from distribution and loyalty networks

- VINITA BHATIA

This pandemic highlighted how independent hotels are increasingly exposed to financial loss. A soft brand agreement will allow independent and boutique hotels to implement solid sales and marketing strategies.

Further, they can negotiate flexible terms with the industry players as they will benefit from the association with an international brand. Owning companies don't need to sell up or enter into more complex agreements (either franchise or management), and they traditionally cover the higher end of the market.

Keeping this in perspective, the BWH Hotel Group recently underwent some changes designed to build its new image as a hotel chain that can offer everything from midscale up to luxury. The WorldHotels properties, for instance, want to retain their identities, independence, and freedom while leveraging sales and marketing support.

This is along with the distribution level only a major international player can offer, and this is where the soft brand option makes sense. Olivier Berrivin, MD of World Hotels Asia Pacific, explains to Vinita Bhatia why BWH Hotel Group is increasingly focusing on its softer brands and what this means for World Hotels and independent asset owners.

Were softer brands like World Hotels more fortunate in weathering the pandemic than their branded counterparts?

The first component that owning companies like in a soft brand is the lack of design and brand requirements, which obviously have a financial impact. As we target the luxury sector as a priority, we are trying to appeal to independent hotel owners who have been running their properties for years un-branded. The soft brand offer provides them with increased autonomy around things like operations and design while still benefiting from distribution and loyalty networks.