Hotel & Motel Management - March 17, 2008 - (Page Cover2) 2 H&MM March 17, 2008 | HotelMotel.com ADVERTISEMENT www.HotelMotel.com/digital_edition Guests buy in to all-inclusive pricing oday, travelers want the same comforts and conveniences in their hotel rooms that they have in their homes and offices. The Wingate by Wyndham brand offers a strong value proposition to guests by providing the services and amenities they desire for an all-inclusive price, included with the room rate. “The Wingate by Wyndham brand strives to be innovative and forward-thinking as to what its guests are seeking in a hotel. Our all-inclusive offering is a huge value proposition not only for our guests, but also for our franchisees. It is a key differentiator for our brand,” explains Bill Hall, brand senior vice T The all-inclusive pricing model gives guests access to a bounty of amenities and services throughout the hotel. president. Wingate by Wyndham incorporates many amenities typically found in the limitedWingate. There is a flexibility that allows you to create a product that works best in your particular environment while maintaining the signature amenities that define Wingate,” says Steve Sparks, managing partner of Bozeman, Mont.-based Oasis Management, which owns three Wingate hotels and has several more under development. “The Wingate by Wyndham staff has always been interested in developing properties that are beneficial for both parties.” service segment into its all-inclusive package, but takes guest comfort and convenience to another level. Steve Sparks, managing partner of Oasis Management in Bozeman, Mont., is a huge proponent of the pricing model. “I think the pricing structure is a huge plus for our brand. Our consumers have a deep appreciation for that philosophy. It’s simple and makes us easy to do business with,” he says. Bert Pooser, founder of IMIC Hotels in Columbia, S.C., says the model gives guests more value for their dollar. “Customer loyalty for the brand is strong because Wingate by Wyndham hotels offer a host of useful amenities that today’s travelers appreciate, without the hassle of nickel and diming them.” by Request, Wyndham’s guest personalization program. All in all, Wingate by Wyndham is on the upswing. “We have a strong brand that is performing extremely well,” Hall explains. “Building brand awareness and integrity will drive more guests to our franchisees’ hotels. We see a bright future ahead for Wingate.” For development opportunities: 800.889.9710 www.hotelfranchise. wyndhamworldwide.com ©2008 Wingate Inns International, Inc. All rights reserved. Offering by prospectus only. This advertisement is not an offering. An offering can only be made by a prospectus filed first with the Department of Law of the State of New York. Such a filing does not constitute approval by the Department of Law. Wingate Inns International, Inc., One Sylvan Way, Parsippany, NJ 07054, 973-753-6600. Wingate Continued from page 1 do to cut down on the variable costs is a benefit,” says Alpesh Patel, who owns a Wingate by Wyndham hotel in Macon, Ga. “From a customer standpoint, Wingate by Wyndham has a consistent look and feel, and the brand ensures the product is consistently updated and looks fresh.” While the prototype and brand standards guide franchisees in the creation and management of a quality product, developers appreciate the brand’s flexibility in helping to create a unique experience. “The brand has always been receptive to franchisee feedback— that’s one reason we selected Customer satisfaction The focus on delivering a quality, consistent stay is paying off as the brand has developed a loyal following of satisfied guests, which is reflected in Wingate’s strong showing in the J.D. Power and Associates ranking. Hall anticipates Wingate by Wyndham, Manhattan that loyalty will continue as Wingate takes full advantage of its affiliation with Wyndham Hotels & Resorts by incorporating Wyndham Affiliation Continued from page 1 Wingate to be aligned with a brand with good name recognition and exposes our brand to a new set of developers who might be looking for a strong midscale limited-service product.” Wingate by Wyndham has seen strong RevPAR growth over the past few years, Hall says, and the affiliation should enhance the strong growth and reservation contributions its franchisees expect from the brand. To assist with cross-selling and marketing opportunities, the brand implemented alternate-sell options on the voice channel and brand websites—with positive results. Cross-selling via the global distribution systems, which should begin in the second quarter, should also be impactful. “Our reservation revenue contribution was nearly 46% in 2007, which was a 4 percentage point lift over 2006,” Hall says. “As we continue to capitalize on the Wyndham affiliation and leverage our opportunities, we should continue to see strong reservation contributions that will drive business to our franchisees.” According to Steve Sparks, managing partner of Oasis Management in Bozeman, Mont., the cross-selling is already making a difference. “The cross-selling we’ve seen so far has been outstanding and has helped us with the revenue that the brand brings to our table. That’s huge,” he says. “The affiliation with Wyndham has only enhanced the value proposition for us. It has provided better brand recognition, opened our brand to a broader consumer base and provided us with additional resources.” Alpesh Patel, who owns a Wingate by Wyndham hotel in Macon, Ga., agrees. “The partnership has improved Wingate’s visibility within the corporate traveler segment,” he says. “It has aligned us to have more leverage when competing with the other major franchises in our market. Customers are able to use their guest loyalty benefits in more hotels in more places, which will continue to enhance customer loyalty.” Published by Hotel & Motel Management CIRCLE NO. 165 http://HotelMotel.com http://www.HotelMotel.com/digital_edition http://www.hotelfranchise.wyndhamworldwide.com
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