The Hotel That Tried to Be Everything—and Ended Up Being Nothing
Many hotels try to serve every segment—from luxury and wellness to corporate travel, dining, spa, events and healthcare—assuming this will maximise revenue. In reality, this approach often dilutes the value proposition, creates operational conflict and erodes profitability. In an increasingly competitive market, the answer is not to do more, but to choose more carefully, make deliberate trade-offs and build a clear, coherent and profitable hotel identity.
There is a scene that repeats itself far too often in today’s Hospitality industry. A project born with ambition, significant investment, a good location and an apparently brilliant idea: “we are going to be everything to everyone”.
I remember conversations in which people spoke enthusiastically about creating a boutique, luxury, wellness, gastronomic hotel, with a clinic, spa, events and a corporate segment. All in the same building. All at the same time. All for every audience. At that point, I already knew the problem would not be execution alone. Above all, it would be the lack of focus.
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