Don’t ride the wave, be the wave!
In two short weeks, BLLA will gather the most eclectic mix of superstar speakers from every corner of the hospitality world at the Stay Boutique Leadership Conference! From hidden speakeasies to members only clubs and hotels, our speakers have centuries of executive level experience, and are joining us to usher in the next wave in boutique living.
With this conference, the Stay Boutique crew plans to disrupt hospitality in the best way possible. In an age where digital footprint is everything, and consumers hold more power than ever, it’s essential to implement new business practices that will curate an experience that a guest or patron will want to have time and time again.
Convention is the enemy of progress. What worked for a hotel, restaurant or bar twenty years ago does not apply today. One of the great benefits of being boutique is our ability to swiftly adapt to changes in market trends. Our illustrious line up of presenters will arm you with the knowledge you will need to excel in boutique.
A small sampling of what is to come this October:
With a line up like this, there’s no way you won’t gain from the knowledge that will be imparted by these leaders. We’re looking forward to seeing everyone at the UCLA Luskin Center from October 3rd through 5th!
This week’s articles showcase some of our presenters and their recent ventures. We are in for one heck of an event! Register today at StayBoutiqueConference.com.
By: Russ Blakeborough, Managing Director, Focus F&B
Your hotel can be super cool, well-decorated, in a great location, and have lots of interesting amenities, but it will always come down to the personality and charm of your food and beverage operations that will develop loyal and passionate followers.Let’s look at what a boutique hotel is, who stays there, and why?
A boutique hotel is typically smaller–under 200 rooms. It is often in an urban environment, although not always [there are many wonderful boutique resorts], with each hotel having individual personality, including chic, eclectic, and interesting décor and features that make the experience different. The service tends to be individualized and more connected, where small differences and points of service make it stand out.
Why are people drawn to vibrant, current, and attractive food and beverage options? It is this atmosphere of fashion-forward design and interesting décor in “happening” locations where both business and pleasure travelers are pushing the trend, and we are seeing many migrate to this style of hotel. For some it is the “see and be seen” type of atmosphere. For others, it is simply the enjoyment of a unique and different experience where each hotel has its own personality. This does go- against-the-grain when compared to the consistency and dependability of the big brands hotels, so for a boutique hotel, it is vital that the experience be memorable. The property has to offer unique experiences, even surprises, that make each visit distinguish itself from the competition. This is where your restaurants and bars come in; it is a natural fit.
Why is food and beverage so important?
There are many reasons, but let’s start with the obvious:
First, each meal should be an important part of any stay and not just “eating”, but “dining”: eating is a necessary function whereas dining is experiential and should be an enjoyable and memorable experience. This encounter can be touted, shared, and photographed, or simply just enjoyed as a relaxing moment with the family.
Secondly, let’s talk about guest engagement. An average visit to the front desk is under 5 minutes. The average time spent in a restaurant engaging with your staff can be an hour or more several times per day. The average person spends 32,098 hours of their life eating so there is no better way to get to know your guests and retain their loyalty than in this kind of environment.
Lastly, money talks and great food and beverage will attract more dollars to your property. In this day and age, successful restaurant revenue can overtake the rooms revenue! The down side is that it is much less profitable than guest room revenue, and I think that’s why owners and operators have shied away from it. Therefore, over the past 20 years, hotel restaurants have gotten a bad rap. Due to operators not wanting to do things properly and simply save money, I hear comments like: “Why do we need a restaurant? It is sucking the profit out of our hotel? Or others have said, “If we have to have one, let’s just do the minimum and not lose too much money.” This is just short-sighted; full service hotels are now realizing that F&B is an important factor and is slowly becoming a focus once again. Without a great restaurant, your hotel is basically a limited service hotel with guest rooms just like many others.
So, the answer is to understand the math, and just watch how quickly the additional revenue will flow to the bottom line. Of course, it is important to make money and be profitable. Anyone that expects that a restaurant will produce the same profit as a guestroom will never be content. Understanding what to expect is important. Your food and beverage profit should be anywhere from 20 to 40% of sales, and yes, while this a lot less than the rooms side, which can be 75-90%, it is to be expected and a lot more than you would get in the bank! It will, in fact, generate considerably more revenues and more profit.
Consider the additional F&B revenue that you’re bringing in, as well as, the increase in rooms occupancy which in turn allows you to demand an increased rate because of your reputation. If you’re doing it correctly, this is marketing that you can’t buy and a win-win for everyone!
Here are a few examples of hotels that do it right, from TravelandLeisure.com:
Inn at Little Washington; Washington, VA
“You might come to this 24-room hotel, an hour from Charlottesville, for the English-country-home bliss, or the Virginia wine-country scenery. But really, most people come here to eat, thanks to the inn’s founder, James Beard Award-winner Patrick O’Connell. You can be a gourmand groupie and do kitchen tours at the inn, venture out to explore wineries and farmers markets, or use one of the complimentary bicycles to preemptively burn calories. Service is top-notch, with three housekeeping visits for your room each day”
Chanler at Cliff Walk; Newport RI
“Like many other winning boutique hotels, this 20-room property on Newport’s Cliff Walk started out as a home—the summer digs for a Gilded-Age-era congressman. Today, each room in the small hotel has a distinct décor personality, like English Tudor, gothic, or French provincial. Besides its high score for rooms, it also ranked well for refined service; the property offers a welcome glass of sparkling wine and an on-site butler who can pack a picnic lunch or draw an aromatherapy bath. Readers were intent to eat here as much as possible: its Spiced Pear Restaurant—with its butter-poached lobster and the rest of its New England Tasting Menu—earned the hotel a near-perfect score in the dining category”.
Farmhouse Inn; Forestville, CA
“This Russian River Valley hotel wooed readers with more than great wine. Granted, the hotel has its own winery, which pairs nicely with the Michelin-starred, locally-sourced restaurant; you can also enjoy a glass by the hotel’s s’mores pit, stocked with house-made marshmallows and Valrhona chocolate. Even the bath products are thoughtful: you can help yourself to the Sonoma Bath Bar, featuring a rotating selection of bath salts, scrubs, and bars of handmade olive oil soap; or stretch out at the high-scoring spa, whose treatments use cider apples and honey harvested on-site”.
As mentioned, a great restaurant will bring any hotel an improved reputation and word of mouth, which increases hotel occupancy and give you the ability to demand higher rates.
How do I go about getting my restaurant to this level? Creating a new, or refreshed concept, can be easier than you think. Here are a few quick notes:
First, take a moment and walk through your restaurant narrowing down the choices. This gives you a better understanding of what you need, want, and can afford when considering a refresh of your space. Ideally, hire a concept consultant; it may not cost as much as you imagine! Decide whether to Refresh, Rebrand, or Redesign.
A Refresh is the least expensive option. Like doing your own makeover-grab a friend, a glass of wine, and try some new ideas. A new hair-do, stylish outfit, and Bam, you are in business! Sometimes, this is all that you need: a new menu, gather the staff, do some training and encouraging, have some one-on-one time with your manager, and appoint a social media champion. Then you are off to the races! Like new shoes and a new suit, it will transform how a person is perceived and can give your restaurant a new identity. A refresh can keep your current recognized look and feel, but bring new life to your floundering concept.
A Rebrand will take you to a new level. This is where you re-think who you are, what your message is, and how are you presenting yourself. In other words, change your brand. Of course, it will require everything from the first paragraph: new menus and new vigor, plus a new vision, more extensive training, a defined marketing plan, new brand elements, and brand voice. It usually requires a new logo, menu and style, a new color scheme, new table-top, different music, and maybe a light décor shift. This does not have to be expensive, can be done on many different levels, and can be done to fit budgets all while giving your restaurant a great new, vibrant and exciting look and feel!
A Redesign encompasses all of the above with the additional step of bringing in a design team who will work with us in harmony to redesign the space to fit our concept. Other items to consider: lighting, layout, ambiance, visual components, color schemes, and flooring. Re-invent your space. What are you looking for: quiet and demure? stylish and elegant? or hip and trendy? Should you take down that wall and open up the space, open the bar to the restaurant, create an outside entrance, establish a less cavernous feel when not full by creating smaller sections, or bring life to the ceilings. Whatever your dreams are, this is the time to re-imagine. As Walt Disney once said, “If you can dream it, you can do it!”
In conclusion, take stock of where you are, and where you could be. When you do the math, it really is a no-brainer. The R.O.I can be seen in less than 6 months, and will continue for years to come.
This Week’s BLLA Commentary
It’s times like these that show the strength of the hospitality industry and the kindness of the people who run it.
Texas is seeing unprecedented rainfall due to hurricane Harvey who is leaving tens of thousands of residents without shelter in his wake.
On August 25, Governor of Texas Greg Abbott issued a proclamation temporarily lifting hotel occupancy taxes in an effort to aid in the disaster relief: “In accordance with the Disaster Proclamation and with the authority vested in me by Section 418.020(c) of the Texas Government Code, I do hereby suspend all laws authorizing or requiring the collection of state or local hotel or motel occupancy taxes from the victims of Hurricane Harvey or personnel participating in relief operations”.
An astounding forty of inches of rain has already fallen thanks to the mighty hurricane, and that number is expected to increase by 50% by the time the storm passes.
In conjunction with the temporary tax suspension, hoteliers are slashing room rates for residents in need of shelter. Safety precautions continue to be implemented, and state and business officials are keeping a watchful eye on the storm. We at BLLA are proud to be a part of a community who takes such a proactive approach to helping people in times of crisis.
Our thoughts are with the people of Texas.
Disaster Relief Resources – Contributed by SuiteLife, by Venture Insurance
Taken from the Summer 2017 Edition of the BLLA Magazine
Article contributed by Jody Pennette, cb5 Hospitality Solutions
Restaurants need to connect emotionally the same way music, art and film do. It’s not about the consumption of a meal…. it’s about an experience that moves you.
BIG PRODUCTION VS. INDIE – curated, bespoke, hand-crafted
These styles can shape the subtleties of an emotional connection better than over thought glossy productions that are designed to hype the guest into believing since the true goal lies in engaging the market. Restaurants used to try and figure out what the public wanted and then sought to deliver it. Today, the industry is about people loving what they are doing and expressing their passion through food and the sharing of this experience with a group of open- minded consumers.
The explosive growth of local craft breweries is a vivid example of this homegrown trend. The simplicity of creating honest product to share with friends and guests is the most pure form of hospitality. As we de-evolve from high priced formal dining into a more lifestyle reflective arena, the curated products crafted with passion and care are outpacing the larger mainstream production dining boxes that were meant to impose a point of view instead of celebrating a shared one.
A little insight is a valuable thing in the hospitality industry, and the value of comparing notes and getting an overview on the industry in general and broader trends is huge. These kinds of insights are also one of the reasons BLLA is such a useful organization to be part of for the Boutique & Lifestyle sector. And nowhere is this clearer than in our annual Sentiment Survey, an essential overview of the state of this thriving area of the hospitality industry.
We reached out to you, our ever-expanding network of more than 1,000 of the finest Boutique & Lifestyle hoteliers, to find out the truth about the state of the sector in 2017. Our questions probed to the heart of the industry and uncovered vital information about the state of play in Boutique & Lifestyle, what is working and what isn’t, key trends and information about this most exciting and vital of hospitality sectors.
The picture that emerges from all of this data is that of a Boutique & Lifestyle sector that is in better health than ever, looking to the future whilst also conscious of preserving its heritage. Our survey will serve as a vital resource in making decisions that affect the future of your business and of the industry at large.
The world of Boutique & Lifestyle Luxury hotels changes and develops at a fast pace and so these answers and insights will help us all to navigate this ever-shifting landscape in informed and savvy ways.
The complexities of boutique hotel development were discussed by an illustrious panel of hotel-industry luminaries at the fifth annual BLLA Boutique Hotel Investment Conference New York.
Moderated by Jay Newman, chief operating officer of The Athens Group, the panel featured Michael Fuerstman, co-founder of Pendry Hotels, a new luxury brand from Montage Hotels & Resorts; Allie Hope, head of development and acquisitions at Virgin Hotels; Matthew Livian, SVP and CIO of Sydell Group; Chris Pardo, co-founder of Arrive Hotels; and Jason Pomeranc, chief executive officer of The Pomeranc Group.
The panelists were asked why should a customer choose their brand over others. Pardo answered first, saying Arrive focuses on small hotels and connects them directly with the local area and community, integrating its services with local residents and making for a more personal experience.
Hope said Virgin Hotels marries its customer-engaging company culture with a hospitality ethos. It focuses on giving customers what they already want, but providing a platform for them to find it. She said the company also focuses on putting the customer in control of the experience, particularly through its app.
Fuerstman talked about how Pendry wanted to put forward a concept that was true to great service culture and a space driven by design and lifestyle, catering to a new generation of luxury consumer.
Livian explained how Sydell’s approach stems from the fact that the company began its life as an opportunistic real-estate sponsor looking for under-appreciated real estate and finding the best branding solution for it. “The secret of our success is that each of our hotels has been a unique design and unique customer, and that’s what our clientele wants.”
Asked what their typical hotel looks like, the panelists showed that they had quite a broad idea of size (varying from four to 500 rooms). Hope said Virgin likes to include a live music venue and 10,000 square foot of media space in each hotel. Livian said there’s a focus on public space as well as going after “quirky” attributes that other companies might find off-putting. Pardo said a lot of his hotels have a strong food-and-beverage offering and no lobby, while Pomeranc said it was more about finding the perfect solution for each individual space, whilst also including a signature food and beverage outlet and nightlife spot in each property. Fuerstman also commented that “It’s not just about the execution, it’s also the space, making most of what you have and doing right by the neighborhood.”
Discussion turned to which markets were musts and which to be avoided. Most agreed on the importance of the largest markets such as New York and Los Angeles (except Pomeranc who pointed out the Ace Hotels has not lost out by avoiding NYC). Hope expressed doubts about West Hollywood as a market, whilst Pomeranc said that downtown LA was showing cause for concern in the luxury market.
But the most excitement was in the secondary and tertiary markets. Fuerstman talked of opening hotels in Baltimore and San Diego. “We really made an impact and it’s a really cool way to build buzz around what you’re doing.”
Next the panelists discussed the state of capital and Hope talked of how construction leverage has been a lot harder recently, “but we’re happily surprised we have projects moving forward in this environment”.
Livian commented that new development is currently very difficult, talking of problems finding a deal with private equity and foreign capital slowing down. “But in our space, it is always going to be hard to finance assets. So much of what we’re doing is about the execution. Your relationships, your track record and your ability to execute are so important.
Pomeranc described the current situation as “an opportunistic moment in this lull where equity is going to buy low leverage”, saying that for buying existing assets and speculative purchases this could be a lucrative moment, but the in-between area is a lot less reliable.
Finally, the panelists talked about their target customers, with Pardo mentioning that his hotels are finding a lot of their customers are former Airbnb guests. There isn’t anywhere else to stay for them that’s worthwhile in these places. So, we’re reaching Airbnb customers who want a greater quality of service.”
One of the many exciting things about the boutique hotel world is its ability to absorb exciting elements from disparate areas—from the art world to music, fashion and cuisine—anything it can harness to add character and interest to a hotel’s offering. And this diversity of influences was highlighted this week at the BLLA Boutique Hotel Investment Conference, where a panel of luminaries from very different backgrounds converged to discuss their shared interest in the boutique space.
Chaired by Gettys Group president Andrew Fay, the panel featured David Bowd, principal of West Elm Hotels; Tony Kurz, CEO of Brandmark Collective; and Christopher Norton, CEO of Equinox Hotels. Each has a very different approach and back story, each of them fascinating, and it was fascinating to hear their stories and what they bring to the boutique and lifestyle hotel sphere.
Bowd described starting out as a bellman before progressing to working with luminaries such as Ian Schrager and Andre Balazs, as well as working together with West Elm Hotels and Williams Sonoma on a chain of unique lifestyle hotels. Kurz talked about his experience of opening fashion hotels for brands such as Tommy Hilfiger and Karl Lagerfeld. And Norton recalled being drawn to the hotel business by “a love of the smell of coffee and toast” before an illustrious career at Four Seasons and striking out to create his mold-breaking current venture, Equinox Hotels.
The panelists were asked how they went about applying the tenets of their existing businesses to the hospitality industry. Bowd talked about wanting each hotel to feel like a unique and special space, “not just a showroom”, and a place that is very unique to the location. The focus was on the customer experience and the relationship with the local area, an aesthetic he summed up by saying that he suggested replacing the concept of a hotel manager with an “innkeeper”.
Kurz said that he had learned not to build the brand on one person—so the Karl Lagerfeld hotel is not just about the designer himself, but a combination of elements inspired by the “DNA” of his fashion brand.
Norton said that the Equinox chain was inspired by “watching the millennials” and witnessing a new, different definition of luxury, which is defined less by white-glove service than by “how you make people feel”. For example, he said the chain’s gyms will be open to local public, so that rather than standing empty and soulless, they are full of atmosphere and energy.
The next question Fay asked was how the hoteliers present leveraged the assets of their existing brands through the creation of a hospitality offering.
Bowd replied that the existing database of 15 million people who loved Williams Sonoma and West Elm brands created a ready-made starting point. He also said that the brand was very much focused on engaging with a local population and bringing employees without formal education who know the area, through purpose-built West Elm Academies.
Kurz said that the association with a well-known fashion brand brought with it an opportunity to hit the consumer press and a much larger marketing span. He also hinted at a new initiative, currently under wraps, that would allow his hotels to “shake up the industry” and rely less on “filling beds with heads”. And Nash said Equinox’s core loyalty was to its members as it focused in going after key markets and being in the right spots.
The panelists were also asked about the importance of design in their hotels, in response to which Bowd talked about the fact that it was a domestic retail brand tackling a hotel space, and so the residential feel was all-important for West Elm Hotels; and Kurz reiterated that the “DNA” of each fashion brand was the deciding factor in the design of the properties.
It is this proliferation of ideas and energies from different industries, converging in a space that is both diverse and full of life, that makes the boutique sector such an exciting and unique place, and never has this been clearer than at this year’s conference. We are grateful to the panelists for giving us an insight into their experiences of working in the boutique space and we look forward to ever more innovation in the year to come.
Commentary By: Frances Kiradjian, CEO, BLLA
Our hearts go out to all the people in Manchester who were affected by Monday’s act of terrorism.
We are all still reeling from the news of Monday night’s bomb attack on Manchester Arena in the UK, which killed 22 people and injured more than 59. Suspected at the time of writing to be an act of terrorism (a man has been arrested), the explosion follows on the heels of attacks on Paris, Brussels, Nice and elsewhere, and just like those incidents it will cause increased trepidation on the part of travelers, who fear another attack could happen any time.
As an industry, we rely on our guests experiencing a sense of security and comfort, but how can we guarantee this in a world where ideologically motivated acts of violence are becoming more and more common? And how do we deal with the fact that our own hotels could conceivably be targets for the next attack?
We certainly would be wrong to close our eyes to the threat. Unfortunately, hotels can be viewed as a soft target from a terrorist’s perspective, as places where a lot of people tend to congregate and with relatively low security. On the flip side, hoteliers are also understandably wary of seeming overly suspicious of paying guests. But there is a lot to be said for undertaking a risk assessment of your premises and taking the necessary steps to make sure that you and your guests are protected.
You might also want to update your current security setup and if necessary, hire a contractor to ensure that safe standards are met – especially if your local area is one that is considered particularly at risk of terrorist activity. And there is justification for having emergency measures in place in the unlikely event that something terrible should happen.
But with all that said, it is important not to overreact to acts of terrorism. Panic and disorder are neither effective nor pleasurable, and certainly won’t bring guests to your door. Above all, we should bear in mind that these events are newsworthy because they are exceptional; that it’s extremely likely you will never be witness to a terrorist attack. Historically speaking, we live in safe times, and life expectancy is at an all-time high.
So, it’s normal to feel shocked and outraged about what happened and it’s advisable to take whatever precautions are necessary to ensure that you and your guests are safe and happy at all times. But we should never give in to terror. That is, after all, exactly what terrorists want.
How do you make the rarefied atmosphere of high-end boutique hotels more exclusive, more desirable? A new wave of LA hotspots have provided the perfect answer: by turning their properties into members-only clubs you can stay the night in.
Soho House led the trend, of course, reviving the stuffy members-only concept for a hip younger audience, and turning a British institution into a worldwide luxury brand with a famously stringent members-only door policy (Kim Kardashian was reported to be among those turned away for lack of credentials).
Originating in London, where the demand for exclusive clubs has stayed fairly consistent since the 19th century, the members-only hotel has in more recent times become a worldwide trend. And where Soho House led, others were sure to follow: like the Gwyneth Paltrow-backed Arts Club, another London export, which boasts of its own art gallery and helipad; and LA’s quirky Petit Ermitage, with its hummingbird sanctuary and rooftop sundeck.
The latest addition to this discerning bunch is The Hospital Club, yet another London export, which is set to take over Hollywood’s boho-chic Redbury Hotel in 2018 and feature a series of bars, a tearoom and a rooftop restaurant. The club is a multi-million-dollar project set up by billionaire Microsoft co-founder Paul Allen, and will be followed later this year by Soho Warehouse, the latest branch of Nick Jones’ empire in LA’s Arts District.
So for a boutique hotel owner, what exactly is the appeal of limiting your clientele to a select number of paying customers? Firstly, exclusivity creates a great profile, as it sends a message that your establishment is luxurious enough that it can afford to pick and choose who walks through its doors.
Secondly, it’s a very practical way of keeping people engaged with your hotel brand: if visitors are signed up to a membership scheme, they have already made a financial commitment. And psychologically the signing-up process will make them far more likely to pay a repeat visit, whether for an overnight stay or an evening meal and drinks.
And lastly, the membership model is also a great way of honing in on a profitable and sympathetic client base. If your hotel is in a position to be turning away non-members, it can attract attention from all the right people: an exclusive group of discerning hotel-goers with great taste. And that’s a club we’d love to be part of!
Trends come and go but it is always good to recognize those great ideas in travel and tourism that keep travelers interested and engaged. Here are a few thoughts for January 2017.
Trend 1 – Technology will continue to evolve as tech companies both inside and outside the hospitality industry create and invest in programs and processes that add value to travelers experiential stays. Luxury and boutique hotels will be the first to embrace and fund these initiatives although big brands will also step into the game. The hotel industry always seems to be last to embrace tech falling behind the air and cruise industries. Carnival Cruise Corp. just announced a ‘chip’ where cruisers can ditch room keys and other ID forms making it painless to purchase, disembark and enter their rooms.
Trend 2 – Brand redefined with personalities and popular consumer brands entering the boutique space faster and more creatively. Names such as Karl Lagerfeld, Robert DeNiro, Williams Sonoma, Restoration Hardware, Fendi, Equinox and others. In this brand redefinition era, wellness is a huge component and on the top of mind of customers so hotels must deliver on this whether through health education, exercise options, food and beverage selection, off-property programs or using sustainable products in-room and throughout the property.
Trend 3 – Cyber and Guest Security – Properties need to be armed with tools to ensure their IT systems are secure and their staff is properly trained. This will be one of the top components that hotel guests will be asking about when selecting a property and a destination.
Trend 4 – Increasing numbers of branded properties turning to small boutique brands and/or becoming totally independent, particularly with the recent mergers. This is a huge opportunity for properties to realize their own value by ‘going it alone.’ Although they are never alone when they join BLLA!
Trend 5 – Experiences – Properties like The Betsy in Miami are adding experiences to their repertoire of experiences during their stay, both inside and outside the property. Airbnb brought to light the opportunity in a big way which set off the need for boutique hotels to take a hard look at their offerings and how they’re marketing to their incoming guests and prospective customers.
What is trending in your world? Send a note to firstname.lastname@example.org and we’ll consider publishing it.
BLLA featured a special Photo Series at the 2016 Leadership Symposium.
Boutique & Lifestyle Photo Series – Click for the PDF
We all need stories in order to understand the world, from guest’s experiences to a photo series that can be utilized on social media, printed and framed for the lobby, shared on the hotel website or printed in a magazine.
The challenge for hoteliers is how to tell the story of their property brand and how to convey an emotion through those images.
In the new 160 page L.A. Confidential Magazine produced by BLLA and shared with the Los Angeles October Leadership Conference attendees, the following images depicted in the pdf (link above); image names below. These were specially selected because they clearly describe 9 words that belong in the boutique lifestyle segment.
The next most important part of this project is to select the absolute best images that will assist in visualizing the meaning of the word. In the BLLA Photo Series, we selected images from Trunk Archive. Their selection and partnership with some of the finest photographers in the world, is one of the best in our estimation.
Remember to ensure your images and words evoke an instant emotion and a connection as well as to inspire viewers to celebrate life through a stay at your boutique hotel!
Checking into a BLLA Event feels more like a welcome to a family gathering than attending a conference. Why does the association call itself a family rather than an industry?
The BLLA Family is a community and a safe haven for boutique-minded thinkers and doers. The world is quickly shifting, right before our eyes, into a place where small businesses finally get the recognition they deserve. Boutique and lifestyle hotels and small brands that are independent of very large chains are a part of this and while small, play a very large role in the shift of the evolution of lodging on a global basis.
The Family is where we experience the greatest opportunity to do good together and for the benefit of all. As spoken previously, boutique and lifestyle hotels are not in competition with each other; they are part of a very small contingent and thus, they share many things include deep vulnerabilities which they can work on together as well as great triumphs to be celebrated.
This holiday season, whether you are a hotel or lodging property or a supplier, vendor or manufacturer, show your support of BLLA by
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