The Vintry & Mercer Hotel sits tucked away on Garlick Hill, a stone's throw from Queenhithe's on The River Thames. At low tide you can view the ancient port the Vikings and Anglo Saxons built in the late 800's. It's right in the heart of ancient London which is now right in the heart of modern London.
The property is a reflection of both the history and modern day of EC4 and the ancient City of London. The Vintry & Mercer property is modern London with a lovely touch of flash about it. It also proudly wears its London history on its sleeve. The City is embedded into the DNA of the property. It is a great example of bringing the destination to life within the property.
The 92 key property holds its own in the competitive London market and rarely drops rates. There is a great emphasis on the F&B with almost a bespoke approach to breakfast. In short, it as all the things an independent hotel should be.
Right: Happy Hour cocktails at Vintry & Mercer
The staff regularly remember the guest names. Where they can, offers flexibility on check in and out times. It can't compete against the Westin next next door with Bonvoy so it does not. It competes on its own distinct terms. By doing this, the Westin can't compete with the Vintry & Mercer!
The modern competitive OTA landscape is working against small independent hotels. As Dr. Jens Thraenhart neatly notes in a recent article;
Independent hotels are struggling because they're forced to compete on a battlefield designed by the big brands. With independents relying on OTAs for 61% of bookings (versus 35% for chains), they are caught in a cycle of high commissions and commoditized identity.
There are ways, however, independent hotels can compete on their own terms. For example, working with local artisans to give the property a sense of belonging to the local community heightens a guest's experience.
Less tied to corporate brand standards, independent hotels can carve out their own battlefield to compete on. The independent hotel can build distinctiveness by combining community and place. Distinctiveness builds reputation and reputations can drive rates and bookings.
Passion Tourism
Hotels, independent or branded, do not work in isolation. They are prevailed upon by the demands of tourism customers.
Over time these demands change and new trends emerge. Independent hotels are well positioned to understand and adapt to these changes more quickly than the larger branded players. The rise in passion tourism often results in higher yielding guests.
High yielding guests are not necessarily high net worth individuals. They are however likely to spend a larger proportion of their disposable income on the activities they are passionate on. From art to trial running. From music to food. Passion tourists should be the lifeblood of the independent hotel. Independent hotels should be the natural choice for a passion tourist who sees a hotel as one that is aligned and reflecting the guests own lifestyle interests.
Here again, independent hotels have a potential edge. By understanding a guests passion the customer experience can be gently nudged to reflect the passion. The guest is a morning runner or cyclist? Offer a electrolyte infused drink upon their return. Small things add up.
In Jeddah, the cultural hub of Saudi, Shada Hotels is a family run independent property which perfectly captures the spirit of Jeddah. The hotel team has engaged with local artists to design and enhance the property with art. The result is the cultural landscape of Jeddah adorns the walls of the property and tells Jeddah's story from the locals perspective. The local artists are part of the experience as you walk through the property and relax in your room. The hotel has become a vibrant art gallery perfectly encapsulating the local art scene.
Rana Garrash, Design Director at Shada Hotels picks up the story,
'When we first started on this journey I asked friends and associates to assist with the interior design of the hotel. When it was completed we realised we had really brought Jeddah to life inside the property. As we have expanded our hotel portfolio, we have brought in artists at a much earlier stage of the hotel development. Now they work with the architects and us on the hotel layout as well as the art on the walls.'
The collaboration has now gone beyond the art on the walls. The hotel has invited local artisans and workshop providers to host seminars in the property. The seminars naturally bring in local footfall and give the staying guests the chance in interact with the locals.
An artist brings to life the colours of Jeddah
The example of Vintry and Mercer and Shada are in different cities in the world. At different price points and different approaches to bringing the destination inside the hotel. The joining thread is both properties are independent and both are competing on their own terms.
Infinitude Hospitality does not have any commercial arrangement with these properties. We are inspired by their positioning and how they are crafting their own space in the markets.
If you are an independent hotel owner and are looking to craft your competitive position then please reach out.
Infinitude Hospitalityoffers third party and white label hotel management services as well as owner advisor services throughout the asset lifecycle. Our coverage is across Asia Pacific and the Middle East.
Ashley Harvey is a partner in infinitude hospitality Pte. Ltd. and co-founder of infinitude hospitality Japan KK.
infinitude hospitality offers third party and white label hotel management services to create mutually beneficial hotel management agreements (HMAs) for owners of luxury hotels and hospitality ventures in Asia Pacific and Middle East. In addition, we utilise our in-depth field expertise to advise hotel owners in any related area to maximise their assets.
infinitudehospitality.com / infinitudehospitalityjapan.com
