Hospitality has always been an industry defined by change. One of the most powerful forces shaping that change has been the franchise model. It has created a framework where independent owners can align with brands to gain the tools, visibility and support needed to succeed—while maintaining the entrepreneurial spirit that makes hotel ownership unique.
Days Inn is part of that story. When Cecil B. Day opened his first hotel in 1970 along the Georgia coast, his vision was deceptively simple: offer clean, comfortable rooms at a fair price and make travel accessible to more people. That combination of value and reliability caught on quickly, helping Days Inn grow from a single roadside stop to a nationally recognized name. In many ways, Day’s approach foreshadowed the way franchising would evolve: consistency paired with opportunity.
The Evolution of Franchising
When it first started, franchising in hospitality was a straightforward proposition: signage, basic brand standards and access to a reservation system. That simplicity provided credibility and some measure of scale, but the value exchange was limited. As the industry matured, expectations grew. Owners wanted stronger marketing, centralized purchasing, training and, eventually, technology that could give them a competitive edge.
Technology, in particular, has been transformative. What was once a paper ledger at the front desk is now an integrated platform that manages distribution, pricing and guest communications in real time. Today, the strongest brands bring owners advanced tools that streamline operations—from automated revenue management to emerging AI applications—while keeping costs in check. For franchisees, these innovations are not side benefits; they’re central to competing in a marketplace where traveler expectations are shaped by seamless, tech-enabled experiences.
Equally important has been the rise of loyalty, of which Days Inn was an early pioneer with its September Days Club. What began as a simple way to recognize repeat business has become an engine for guest acquisition and retention. The most effective programs are those that stay clear and uncomplicated for the traveler, while still delivering measurable value to the hotel. When a guest can easily understand how to earn and redeem points, they’re more likely to stay loyal. For owners, that loyalty translates into repeat business, more direct bookings and greater predictability. Particularly in the economy and midscale segments, loyalty has become a powerful accelerator, enabling smaller properties to vault ahead by tapping into the reach of a global network.
The Road Ahead
The franchise model will continue evolving in response to shifting guest expectations. Personalization, sustainability and flexibility are no longer niche concerns; they are mainstream demands. Owners will look to brands not just for solutions, but for solutions that are practical, adaptable and mindful of costs.
At the same time, the health of the franchisor–franchisee relationship will remain critical. It is not enough to offer systems and standards; owners want to know that their voices are heard and that their success is the priority. The brands that endure are those that make that partnership tangible—by simplifying complexity, sharing insights openly and aligning resources with owner needs. When owners succeed, brands succeed.
Looking ahead, the challenge and the opportunity are the same: to honor the fundamentals of hospitality while equipping hoteliers with the tools to thrive in an increasingly complex environment. That means continuing to invest in technology, yes, but also in training, sustainability initiatives and loyalty programs that grow demand without adding layers of confusion. The future is not about replacing the basics but layering smarter capabilities on top of them.
Beyond Business: Building Legacy
Beneath all the change, the essence of hotel ownership remains personal. For many hoteliers, a hotel is not just an investment—it’s a livelihood, a source of pride and often the foundation for generational wealth. Hotels provide stability for families, opportunities for employees and anchors for communities.
This is perhaps franchising’s most underappreciated strength: it creates a pathway for entrepreneurs from a wide range of backgrounds to participate in an industry that might otherwise feel inaccessible. A single property can become the seed of a multi-hotel portfolio. A local business can grow into a family legacy.
Cecil Day understood this when he opened that first Days Inn more than 50 years ago. He found a need, filled it and, in the process, created opportunities not only for travelers but for entrepreneurs across the country. That spirit endures. Franchising’s greatest contribution isn’t just the scale it brings to hospitality—it’s the futures it makes possible, one hotel and one family at a time.
About the author: John Henderson is president, Days Inn by Wyndham.
This article was originally published in the October edition of Hotel Management magazine. Subscribe here.