High-touch communication in hospitality can be defined in a number of ways, but delivering on it requires personal contact to a degree that is becoming as rare as it is necessary for success in business today.
This personal form of contact is inherent to hospitality—it’s our bread and butter, and its importance can be felt on both sides of the franchisee/franchisor relationship. If either partner fails to hold up their end of the conversation, the other will surely notice.
Hotels are most successful when operators are able to leverage relationships between workers on the ground and brands in order to fully maximize the support available and provide it when hotels need it most. Managing those relationships so hotels can obtain the support they need in the manner they desire is like walking a tightrope, but when you find the right balance, the bonds forged between hotels and brands are that much stronger.
Talking the Talk
Every hotel owner works differently, both internally at their properties as well as in their interactions with the brand. However, one consistent factor across the board should be consistency itself, either through the frequency or manner of communication. Quality interactions at this level are best maintained when brands meet franchisees’ leadership style, whatever it may be.
If you are working with a multiunit franchisor, do they want weekly updates in order to ensure everything is running smoothly from the brand’s perspective? Or do they thrive with a hands-off approach, only being contacted monthly or quarterly? Laying the ground rules here—and sticking to them—is an efficient way to stay in consistent contact with hotel partners while building rapport.
One caveat is the communication in question has to actually take place. Information must be exchanged, and hotel operators must be in consistent contact with their branded partners. Otherwise both parties are simply going through the motions, and crucial information is lost in the ensuing silence.
Peer to Peer
Sometimes hoteliers have trouble articulating or are reluctant to present concerns to brand partners, or they may not know who the best person is to address an individual issue. In this case, making sure the highest-level member of your brand’s team is available to them is always a benefit, but it is also crucial to maintain strong franchise relations.
Making dedicated, successful hotel partners available to address or redirect any concerns other hoteliers in your system may have is almost priceless. These ambassadors are a key part of your brand’s ability to self-troubleshoot for challenges and rocky patches. Brands should foster the development of these leaders within their community to act as hospitality mentors to their peers, though their message should always drive further communication with the brand to ensure full support is provided.
This component of franchisee interactions is important because “high-touch” communication is about quality, not quantity. Key messaging should be disseminated directly from the brand and may then be reinforced by these ambassadors. Whether your franchisees are receiving assistance from their peers within the franchisee system or directly from their brands, the message should remain consistent and continue to drive efficiency and revenue.
Developing Common Ground
A brand’s goal is always to become and remain a leader in its segment, something that can only be achieved if its franchisees continue to thrive. While it remains a brand’s responsibility to fulfill their contractual obligations and provide ongoing support, it is up to hoteliers to follow through on executing the strategy.
These relationships take off when both hotels and brands remain open-minded to each other’s goals, strengths and limitations. Both parties benefit from an open mind, a willingness to listen and a desire for continued growth. If hotels and brand partners can find common ground on these three elements, the ultimate result is a win-win.
Considering the rapid and growing rate of change taking place within the industry, hotels are going to need to continue to adapt to a shifting environment several times over. Brand support has never been more important, so a hotel should share the same goals as its branded partner. High-touch communication is something that can’t be faked, particularly if your brand is in alignment with hotel leadership. If you have an issue, speak up. If you are unable to speak up, you may have found your issue.
Matthew Hostetler serves as the chief development officer of franchise sales and development and United States and Canada for Red Roof.
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