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Anniversary of changeover to property-direct model

Twelve months on, Best Western Australasia is marking the milestone of a successful first year since the transition to a Property Direct Relationship (PDR) for properties in Australia and New Zealand, implemented 1 June 2018.

Consistent with Best Western International’s experience in other markets, the move to the PDR structure has been delivering solid results and increasing benefits for hotels.

The well-known brand has signed on six new hotels since the changeover, with a solid pipeline of new recruits to join in the coming twelve months. Room revenue has grown 8% year on year, and the revenue contributions of the organisation’s award-winning loyalty program, Best Western Rewards, have almost doubled.

Managing Director Graham Perry says it’s been an incredibly busy, challenging and rewarding year since the changeover.

“June 1 was really the beginning of a new era,” says Perry. “Since that time, we’ve essentially reviewed and refined everything we do in our Australasian operations, looking at how we can do things better.”

“As a team, we’ve articulated our three key strategic goals, and are working relentlessly to achieve these, namely: to build scale with new hotels across our 13 brands, grow our direct business via Best Western Rewards and continue to drive an appropriate return on investment (ROI) for our hoteliers.”

“We’ve been very single minded in our pursuit of mission of ‘enhancing brand equity and increasing customer value’ and our vision of ‘leading the industry in superior customer care’, for our hotels and importantly our guests.”

“Internally, we’ve strengthened our team, recruiting strong talent to complement our existing team members, providing us the optimal blend of corporate memory and new energy and ideas, across Sales & Marketing, Revenue Optimisation and Hotel Support. We’ve recommitted to New Zealand by recruiting a Regional Manager, New Zealand and the Pacific based in Auckland.”

“Collectively, the team’s changes have enabled us to reinvigorate our performance, facilitating greater creativity, innovation and improved project management as we look to implement new initiatives to deliver more business and an even greater ROI to our hotels.”

“We’ve also spent the year looking outward, as well as inward, seeking to raise our profile to permit us a seat at the table for discussions on industry issues like skills shortages, OTA matters including rate parity and ensuring there’s a level playing field.”

“I am confident that we have come through the transition of the last 12 months stronger, and well positioned for growth and success throughout the rest of this year and into the next, with a team that is committed to our hotels’ success.”

“I believe that we’re truly on the road to making Best Western ‘The Place to Be’.”