There’s little question that the hotel brand landscape has changed greatly over the past few decades. Gone are the days when travelers were intimately familiar with a small handful of established hotel brands. Similar to airline carriers or rental car companies, consumers once had far fewer options when choosing a hotel, and brand loyalty was a much more significant factor in decision-making. Travelers generally picked one lane and stayed in it, tapping into the rewards and benefits of remaining within the same system.
Conversely, in 2025, brand proliferation represents the single biggest change within the franchising arena, and its impact has been felt throughout the industry. Driven by net unit growth and Wall Street expectations, large publicly traded franchise companies over the past decade have introduced brands at a dizzying pace.
This expansion has been further driven by competitive factors. As an example, when one brand company introduces a new type of product, its competitors almost always follow suit with their own iteration. Many of these franchisors now have more than 20 or even 30 sub-brands in their respective portfolios.
Oftentimes, street corners are home to several properties within the same chain, leaving these brands virtually competing against themselves. While many of us in the industry may be familiar with the ethos and intended value proposition of these new “lifestyle” or “boutique” brands, consumers are often in the dark about what a brand stands for—or even which brand family it belongs to. This has served to dilute brand propositions, as well as the loyalty programs designed to support them, throughout the industry.
As a result, for third-party operators like Remington Hotels, the challenges associated with managing branded assets are greater than ever. While we may be given the “playbook” for many of these brands—at least in terms of the necessary standards and design elements—at the end of the day, we are tasked with creating the best guest experience possible.
The Basics of Hospitality
That’s why it’s more essential than ever to return to the basics of hospitality, such as excelling in customer service and cleanliness. After all, today’s travelers make booking decisions in a very different way, and hotel operators need to meet consumers where they are. Instead of loyalty to brand systems, many travelers today are loyal to guest reviews, social media activity, AI-generated recommendations, location and overall reputation. Today’s hotels must meet consumers where they are to earn their loyalty.
While I approach franchising from the perspective of a major third-party operator, having been on the management side of the business for more than two decades, my hospitality background also includes time spent on the franchisor side, specifically in food & beverage management with Hyatt. As such, I fully understand the strategies designed to make brands relevant and to help them stand out in a crowded marketplace.
Having long maintained positions on a number of different franchise advisory boards, I’ve worked closely with our brand partners for many years. This spirit of collaboration has also been part of the DNA of Remington Hotels. Whether it’s operating full-service resorts or luxury properties, maintaining open dialogue and communication with brand companies is essential for success.
Fortunately, the relationship between franchisors and franchisees is not nearly as adversarial as it once was. Some industry observers have even suggested that the COVID-19 pandemic—which left many hotels struggling just to keep their doors open—actually served to help bring hoteliers and franchisors closer together.
More recently, soft brands have emerged as a viable alternative for many independent hotel owners, allowing them to increase business by tapping into the reservation systems and loyalty programs of larger brand families. In high-compression markets such as New York City and San Francisco, for example, affiliating with a soft brand can greatly enhance value for owners.
Whether it’s soft brands or traditional flags, the reality is that brand proliferation shows no signs of slowing down any time soon. As such, it will be incumbent on operators like Remington—and others across the industry—to deliver the best possible guest experience to keep travelers coming back.
About the author: Ben Perelmuter is CEO of Remington Hospitality.
This article was originally published in the October edition of Hotel Management magazine. Subscribe here.