When Guests Think They Own the Hotel (Spoiler: They Don’t)

There is a curious—and, let us admit it, rather picturesque—phenomenon that recurs with astonishing frequency in the hotel world: the guest who, upon clicking “Book”, feels they have also acquired a controlling stake in the property. From that moment on, they feel entitled not only to decide the temperature of the pool or the type of bread served at breakfast, but also the accommodation rate, cancellation policies and, in bolder cases, the property’s commercial strategy.

Yes, we all know that guest who arrives at reception, eagerly taps away on their phone to show you how much a similar room costs “on another website”, and then suggests, with a blend of indignation and condescension, that it would simply be common sense for you to match that rate. Preferably with breakfast, spa access and a Thai massage included.

The irony is that these guests are not interested in understanding the hotel business; they are convinced they understand it better than you do. They explain price elasticity with the confidence of someone who has read half a Wikipedia entry, while overlooking the fact that every rate sits behind a complex framework of revenue management, segmentation strategy, operating costs and even a touch of science fiction (when the budget does not add up, but still has to be made to work).

Negotiable rates, à la carte policies? Welcome to the “because I’m worth it” festival

Clearly, the guest has evolved. And that is a good thing. But the digital democratisation of information has also brought us a generation of “consultant guests” who confuse their right to compare with the right to dictate the terms. Here are a few classics:

• “If you let me have it for €80, I’ll book now”: As though the hotel were a fish market at the end of the day.

• “This other place gives me late check-out until 6 pm”: True, but they also serve breakfast on a cardboard tray and overlook the petrol station.

• “But Booking says that...”: Yes, and it also says that reading the terms and conditions before booking is the guest’s responsibility, but that part is usually overlooked.

• “The hotel is empty, so why won’t you give me a discount?”: Because even if the dining room is empty, the kitchen costs the same to run.

These scenes, somewhere between stand-up comedy and the everyday tragicomedy, are part of daily life. And if time has taught me anything, it is that the point is not to argue with this type of guest, but to set boundaries with elegance and use these interactions as training opportunities for the team.

What guests cannot negotiate (even if they try):

1. Business consistency:
   Rates must make strategic sense. Giving in to every request not only undermines pricing; it also damages the perception of value for every other guest.

2. Equal treatment:
   If one guest demands privileges at everyone else’s expense, they are undermining fairness. And fairness is one of the pillars of the guest experience, even if not everyone realises it.

3. Internal policies:
   They are like seat belts: they are not there to make life difficult, but to prevent greater harm. Changing a policy on a whim may seem like a favour, but it sets a dangerous precedent.

A few recommendations, with a dash of humour and plenty of firmness:

• Train your team to say “no” without saying “no”. A good formula is: “I understand your proposal, but in order to maintain the experience and standards for all our guests, this is the most competitive rate we can offer”.

• Highlight what you offer. Not everything comes down to price. Service quality, location, cleanliness, design and gastronomy—as well as the smile that does not appear in the online rate—are compelling arguments. Remind the guest of them (with a genuine smile, of course).

• Reinvent yourself as a zen accountant. The next time someone tells you they should pay less because “the hotel is half empty”, take a deep breath and reply: “We are delighted to offer you a peaceful space. We value it so highly that we do not charge extra for it”.

As you can see, this profession requires a little hotelier, a little psychologist and quite a lot of actor. The guest is always right... except when they believe they can run the hotel from the breakfast table, smartphone in hand like a sceptre. In those cases, a smile and a “allow me to explain how we work” remain our best tools.