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List of chained-brand hotels

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This is the list of chained-brand hotels around the world. This is a listing of some of the major hotel brands worldwide.[1][2] The hotel groups may directly own the hotels, or operate them through a franchise or management agreement.[3]

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  • ✪ Building a Distinct Company Culture
  • ✪ Gary Yourofsky's Speech: Q&A Session
  • ✪ African American Experience Lecture Series - Walter Johnson


[Music] I've taught some cases on culture. So, that gives me a little bit of credibility I hope on that score. But on the venture piece, actually last year I took a leave to run a small startup in the fitness industry. So, hopefully now I have more credibility on the entrepreneurial angle. So, one of the things I want to do is to just give our panelists a chance to get a sense for who you are. So, let me kind of ask you - how many of you are either first or second year MBA's? Okay. And alumni? Alright, some alumni. And those of you who are alumni, how many of you are kind of on the entrepreneurial side of doing ventures? Alright. And any investors in ventures? Okay. They don't want to put up their hands probably [inaudible]. Okay great. So, on our panel we have Andrew, Amy, Jose and Scott. And I'll let them kind of introduce themselves and say a little bit about their organizations and their cultures. [Inaudible] You see? See, that's just cause they've never let me teach the Sloan's. So, Sloan's - any other Sloan's? [Inaudible] Okay. Now, hang on. I just remembered this. Any Ph.D. students? Any doctorate students? They're locked away in their cubby holes studying and writing papers which is good. Thank you for reminding me of that. [Informal talk]. Alright. So, the agenda is we're going to start and spend the first part of the conversation talking amongst the panelists. I've got some questions for them and I'm going to encourage them to question, and react to one another. And then the last 30 minutes - basically from 2:15 - 2:45 - we' ll open it up and you can pepper them with your questions. Alright. So, just let me say a little bit about the framing of the topic and the question of building a distinct company culture. So, the underlying premise is a distinct culture is important to the success of a new venture and that successful entrepreneurs are very deliberate about creating and building a culture that supports their success. There are strategists who will tell you that in order for a culture to be a source of competitive advantage it needs to have three different things. It's got to be valuable to the organization - a source of cost saving differentiation and revenue. It's got to be rare - the unique piece. I have got to be difficult to imitate or copy. Otherwise anybody could do it. So, what I'd like to do is just give the panelists a chance to start out and just say a little bit about yourself, and your company, and tell us how would you describe - and how do people generally describe - the culture of your organization? And how is that related to its competitive strategy? So, I could just go down from the right or is anybody burning to? I think Scott kind of got nominated by Amy originally to go first. So, we'll jump around. Thank you. Cuckolded. I haven't been back in a long time and get cuckolded. So, my background is primarily as a technologist. So, I've been a co - founder in three public companies, two software companies, and one telecommunications company. And I'm now CEO of a fourth which is venture funded stealth. And I can tell you that the big epiphany I had - prior to coming to business school I'd founded two companies and both companies grew quite large - hundreds and hundreds of people, different locations. And one of the experiences I had before I came was I visited an outlying office that I had. And I remember sitting in a meeting and about halfway through it all I could think was, "How did these people get in my company?" What I realized was that the core group that we had started with was something that reflected the values of the founders in a big way. And as the company grew very quickly we lacked the methodology and the structure so that the culture could remain consistent as the company grew. And at that moment when we thought about creating a new company, one of the things that became very important was trying to create the culture that I wanted, something that was durable, and something that was scalable. So, we actually spent a lot of time in that process of, you know, trying to come up with something that fit for all the founders. And in terms of creating value, it would take too long to share everything in first blush. But I can tell you the last company, [inaudible] which became a public company as well - we had the lowest turnover in the industry by far in our segment. Our average salary was at the 50th percentile, you know, compared to our peers. And you know, the level of satisfaction, the productivity we got out was really just great. So you know, there are very tangible benefits to investing in culture - some of which you can create, some of which are basically by virtue of your actions and so forth. But the net is you're going to get a culture either way. But we tried to be more premeditated about doing it at [inaudible]. And if you were to sort of think of the sworn to characteristics that are really like, "Okay. This is what's really different about our culture...what stands out?" Probably the single biggest thing is we became I guess passionate about feedback while we were here at the GSB - so touchy, feely. I don't know how many of you are GSB alums that have taken that. And we all had been in some bureaucratic environments previously and saw feedback - institutionalizing it as a method of being able to increase the velocity of decision making, reduce bureaucracy, and ultimately resolve issues before they become big. So, we spent a lot of time implementing a feedback structure throughout the company and it grew with the company. And quite frankly, we use it with our new company as well. I think that was probably the single most impactful tool we had at addressing issues when they came up immediately and not letting them fester. Okay. Amy? Do you want to...? Sure. My name is Amy Pressman. I'm the Co - Founder and President of a company called Madelia. We are a technology company that provides technology that kind of wires really large organizations to their voice of the customer. So, we collect feedback, we track social media and we tell the companies how they're doing. A couple of things about us - we're bootstrapped. So, we have not taken a dime of money. We're a little bit smaller than probably some of the other people here at the table. But we grew to $25 million so far without taking any money. And I didn't think about culture at all when we were started. I think most startups - unless you have really, really crazy co - founders - probably have pretty good cultures because just by their nature you've got a bunch of people that, you know, are totally energized by an idea, they're coming together. They're in a garage. They want to change the world, maybe they'll make a lot of money at the same time. It's kind of a motivating and empowering thing. And people tend to have fairly good cultures and then you hear a pretty typical story that, you know, they meet a lot of milestones and with each milestone, you know, they'll get more money, more professionals will come in and somehow the culture isn' t quite the same as it was back when we were 10 people or back when we were 50 people. So, I think we were much the same. We didn't think much about our culture. We did have similar very low turnover, very high employee satisfaction scores. We've won awards for being one of the best workplaces. But I would say the two things that really, really made me think about culture are this: Because we were bootstrapping we didn't have a full fledged team when we started. So, we ended up hiring a Head of Sales about five years into our existence and he brought with him a sales team. And it came all from another company. So, it's a little bit like a mini - merger. You take the culture of one company and then you sort of graft it on to our company. And we did the same thing with our marketing team. We hired a head of marketing who ended up bringing a bunch of people from her company. And it is when you start to see this juxtaposition of these various cultures that you start to realize, "Oh, this is what our culture is and this is how it's different from other cultures. So, that was, you know, one thing that made me really aware of it. And I think the other thing is that because of the product that we have - which is customer experience tracking - and because we were an unknown startup, we went out and sold our product to some really well - known brands in the company. It turned out that one of those were companies that cared very much about the customer experience and were willing to take a chance on an unknown startup. And those tended to be most admired companies. So, we have this A+ list of customers. We have things like Apple leading retail, we have Four Seasons and hotels. We've got companies that care deeply about the customer experience and we decided that we were going to go out and see what they did. And we not only looked at these companies at a company level and at a brand level, we also - because we track their customer experience scores - went to the highest performing outlets, for example Gold's Gym - the highest performing Gold's Gym outlet, the highest performing Hilton Hotel. And we sat down and we talked to their General Manager's. And we started to find a really consistent thing and that is that they had extremely strong cultures that the management spent an incredible amount of time nurturing. And what I realized is all companies have cultures. Whether you decide to focus on it or not your company will have a culture. When you spend a lot of time on it and you align the way that you hire, the way that you train, the way that you fire, the way that you promote, award, whatever - when you align all that it becomes an organizing structure. It's almost in lieu of a lot of levels of management and it makes you much more nimble because what you're doing is you' re articulating a culture. You're hiring people that agree with it and you're able to kind of let them loose. You're much more productive. You're much more effective. So anyway, this was based on looking at some of the best companies and some of the best performing units in those companies. And they all did the same thing, so it's like "We want to do that". Especially if we're selling this, we've got to be able to do it. So, we've spent a lot of time now trying to immolate them. And I have to say we're not quite as good as some of our customers, but we're trying hard. So based on your background, one attribute or quality of your company - and given what you do - I could imagine it would analytical. You know, with BCG in your background and - I almost said Morgan Stanley - Goldman Sachs. So, is that part of your culture - that you value that kind of political lens? And then the other thing I hear you talk about with your clients is sort of valuing of the high performers or the elites. Are either of those things that you think are distinctive about your...? I think there are a couple of things that are really distinctive about us. One is we truly, truly do not hire assholes and we will fire them. Pardon my...I mean, we will let go of high performers who are corrosive. I mean, I believe very strongly in the sort of dominance of a team vs. individual superstars. I'd say the other one is our mantra is "no mediocrity". No mediocrity for our customers. We want to help them become great companies. No mediocrity for our team. So, we're this interesting mix of super high performance, but a really nice group of people. Right. And so, I think that for the right person that really resonates. For a lot of people it doesn't and they don't want to have anything to do with us. But for the right group of people they feel like, "Well, this is a great place. I can really strive and yet I feel like everybody's got my back.: Yeah. Sounds a lot like the Stanford MBA class. And you know, I think the faculty certainly are influential in supporting the nice people... Right. that are really, really bright. So, that was a joke that didn't quite land. Okay. Jose, do you want to? Sure. Jose Roman. I'm the CEO and Founder of a company called Jawbone. For those of you that don't know us, we are - I think according to our friends at Goldman Sachs - now the largest privately held venture backed electronics company in the world, very quietly. We're backed by Sequoyah, Coastal Ventures, and Andreessen-Horowitz. And you know, we've had a long, interesting ride. I was actually an undergrad here in the Engineering School back in the mid '90's when we started the company. We started working on ideas in '97 - '98 and really formed the company in '99. And culture's been an interesting for us because we've had many sorts of ups and downs to the point where, you know, at one point in 2005 the doors were actually chained and we were nearly out of business. And we sort of bounced back from that and continued to grow. So, I would say that a big part of our culture has been sort of this perseverance, total belief in the mission and what we're trying to accomplish. We like to think of ourselves as being in the taste business as well. So, design and being design driven is a huge part of that. So, I'd say it's our perseverance, design driven and making hard decisions that often don't feel like they're the exact right financial decision. I'll give you guys an example. So, we make things. We make lots of things in China. And you know, we use medical grade plastics in all our products. They cost six times more than a lot of your typical electronics products do. So, to an Asian manufacturer that is an insane decision, right? They think we are totally bat shit crazy - sorry for my language. And it is a fight. And we have to say, "No, you've got to do this. You've got to do that. Get rid of the draft angles." And we focus on that. And we ended up winning "Design of the Decade" from the IDSA for those decisions. And people value that and it's why we can sell products at higher premiums, better gross margins. We avoid the commoditization cycle that you see with a lot of other consumer electronics products. So, it all sort of comes together - the sort of perseverance and fighting for hard decisions, as well as, you know, staying true to the value, and having great taste experience, and things like that. So... Alright. Andrew? Andrew Hauser. I am currently Founder and CEO of Freedom Financial Network and which are two sister companies that help people with financial challenges. It started in 2003 shortly after I graduated from the GSB in 2002 with my friend and Co - Founder, Brad Stroh. And we've grown from a spare bedroom to about 550 - close to 600 employees today. And I've been able to watch the evolution of the culture - the creation of the culture - from the very start. And I think just listening to your intro, you know, you talked about what is unique or what is rare. And what's interesting is thinking about that. There's nothing that's really unique and rare in theory, right? I could go cut and paste someone' s mission, vision and values, and put them on my website and call them my own. And that wouldn't do me a whole lot of good. What's unique and rare is living it and believing it. That's hard. I can take any seven values in the world, but if I don't believe in them and I don't live them every day, then that's not really going to do me a whole lot of good. And I think that's the challenge for any entrepreneur. It's constant. We talk about constancy, consistency every single day. You have to be living those values. You have to be living what you tell your employees you care about. And you can never be off. You know, they say a cook is judged by their worst meal. I like to say, " A leader is judged by their worst interaction." You know, you walk in every day, and you live your values, and you say what you need to say about your customers, about your employees. And then on the 201st day you walk in and make some offhand comment about your employees or about your customers, that's the comment people are going to remember and that one comment can undermine years of work. So, we talk about responsibility. We talk about accountability. We talk about getting good people in the door, getting bad people out of the door. But if you just talk about it and you don't actually do it - you don't give people the responsibility, you don't hold people accountable, you don't get the - I won't use the word. I'll be the only person on the panel that doesn't swear in the intro. [Informal talk] But if you don't live that, then you don't have a culture. So... So, let me ask this question. I mean, I think on this issue of living it - what are the things - the specific behaviors, routines - things that you do on a regular basis to reinforce and to create that culture. I mean, so what does it actually look like? If we were to follow you around with a camera for, you know, a month what would be the kinds of interactions, events, things that really reflect where the culture is created in your organization? Anybody. [inaudible] Well, I was thinking about there's informal ways and there's formal ways. And you know, informally - for example, we have an office in Phoenix with about 350 employees. I go there once a month for a few days - a week, a month. And when I walk in I walk around the entire office. It's now enormous. It's 80,000 square feet. And I say hi to everyone and try to shake as many hands as I can when I first walk in. It seems like a relatively basic thing, but I've gotten so much feedback - both direct and indirect - on how much it means to these people to have me walk in and just ask them how things are going. It takes me, you know, maybe an hour that first day that I'm in the office - an hour - two hours - just to walk around to all 350 people, say "hi", say "Good morning. What's the latest?" Those are informal things. Informally, just the decisions you make to get rid of people, the communications you have. But then there's the formal things. We stole a page out of Stanford's book. We have brown bag lunches every month where I get in a room about this size and anyone that wants to bring their lunch comes by and asks me whatever question they want. We have a "Founder's Corner" on the internet. Every day we update it with news and things that, you know, back up those values and our vision that we're trying to create. So, both formally and informally your actions every day and every week help support that. I think we're going through a process right now where we're just over 100 people. We're 110 people and we need to be much more proactive about our culture. So, what we've done is we took our corporate vision - which we worked out about a year ago - and then we worked out all our values. We kind of refreshed the values with a new crop of people. And then, we go to each department head and we say, "What is your department head mission?" And then make sure that that' s relating to the corporate mission. And then, "What are your metrics? What does this look like at the end of the year and how do you know that you've succeeded? Once, you know, you've hit it out of the ballpark, what is a single?" And then we meet. In some cases we meet monthly and in some cases we meet, you know, every quarter and we just see, you know, "Are you on track?" If you're not on track, "Is there a problem or do we have the wrong metrics?" But you're getting everybody to define in really, really concrete terms what their role is specifically in supporting that overall mission. And then you are giving them a way to see how they're doing, and feel accountable for it. And so, it kind of makes the whole organization come together. I always find these conversations a little bit theoretical. So, one of my favorite examples is the best Gold's Gym. And the Gold's Gym system has to be in the middle of Washington State. The guy who runs it, you know, their mission is to make their community - the Wenatchee Valley - the fittest community in America. And he's given each department, you know, a role and he says things. To the front desk people he says, "When you pick up the phone in less than two rings you are likely helping somebody to be able to play with their grandchildren in their seventies." And that takes a very kind of theoretical, you know, fitness, blah, blah, blah. And it's making it really concrete. It's making it visual. It's making it a powerful story and suddenly it's not about answering the phone. Whoa! It's about helping this person take this first step towards fitness and playing with their grandchildren. And a couple of other things he does - I don't know if you guys know anything about the fitness industry. But some of their sacred cows are, you know, they want to lock you in. They want you to pay a high initiation fee. They want to lock you in with the longest contract possible and they want to make it really painful for you to get out of that contract. So, if you move you have to fax in your new residence papers, or your new lease papers, or your new... They make it really, really hard. This guy said, "That's serving our mission of making this the fittest community in America. No. What would it take for us to get the results that we need - the retention that we need - without a lockup and without high initiation fees?" And they got rid of them. I mean, this is unheard of in the fitness industry. They are still one of the highest performing gyms. And I think when you walk in the door of that gym as a customer or as a prospective customer you feel that these people want to help you on your journey and they're not just kind of cleaning up the mission. That is a totally different experience from your average gym. So, I mean this is a really concrete example of what it means to have that culture. And he will fire people. He's not interested in people necessarily having super toned bodies, although he himself has one. He wants people that care very much about other people, convey that and really buy into that mission. It's extraordinarily powerful. So, that's just a concrete example that I find very inspiring. Yeah, I mean I kind of bet that it's pretty hard to get that attitude in those practices to diffuse throughout the other Gold's Gyms. We're working on it. Yeah. But yes it is. See? You know, it's interesting. In my experience, this is the only job I've ever had and we interact with all different kinds of companies - big ones like AT&T and smaller ones that are application partners of ours and things like that - startups with five people to [Inaudible] Telecom which has 250,000 people. And you see sort of a wide range of cultures. And I think that the thing that I've realized is that each culture and each company has to be appropriate for that company. So, it's really hard to take something that you see as a best practice somewhere else and try to impose that into your organization. We do this a lot too. It was interesting to hear you talk about, you know, lots of people coming in from the outside. Obviously as you grow and you scale you hire people who've had jobs at other places. You can't grow everyone from the internal organization. So, the first thing I tell all the execs I hired is, "Forget everything you learned in all those other places." Your experience is about helping us not make the same mistakes, but it's a totally new playbook. And let's not even think about the things that we did in the past. We have to sort of have the appropriate systems and culture for where we are today. That doesn't mean that we don't have values that have sort of permeated us for a long time. And the way you live it I think changes as the company changes, as the company grows. As you get international and you have multiple offices in places you have to do different things all the way along, and constantly be watching it, and evolving with it. Do what's appropriate for your organization because it's not going to be the same for different people depending on your product, your service, or any of those things. That's important. So, I'll give you an example from our past. You know, we make these headset products and a lot of customers like AT& T, they make you put your device into their standardized packaging which reduces a lot of the differentiation you get or the way you can explain and tell the story around what you're doing. And it was a huge fight for us because we had worked it into contracts that we would, you know, get our own packaging and be able to do our special thing at the point of sale. And there was a regime change, you know, merger and things like that. This was in the Cingular days. They became AT&T and all those contracts went out the window. And there was a period of time where we didn't actually have [inaudible] on the shelf because we refused to sell. It was our biggest customer and they were trying to impose their will in terms of making us fit a certain way and do a certain thing. And we just said, "No, we're not going to do it. And therefore, we're not going to sell your product on our shelves." And that was a hard decision. It was our biggest customer. You can imagine what the venture guys felt like at a board level. They thought we were crazy. But we sort of had a long - term view and we said, "You know what? If you, again, allow this to happen and don't give us the ability to be true to what our values are and what we want our brand to stand for, then it's a slippery slope, alright?" You've got to have people on your team, on your board that are willing to go with you on that. That's hard. So, you want to think about, you know, what are the daily interactions that you have that reinforce or describe the culture of the company and kind of break it down in two ways - one is, you know, as an individual, as a CEO - "What interactions that you have and what are the messages that you give off? But let me start first with, "What are the processes? What are the things that we do as a company that everybody that comes through the company experiences in a very consistent way?" So, first off is, you know, we did spend time like everybody I guess sitting down and deciding, "What are the core values that describe us - that describe the founders, describe the company we want to be, describe the relationships we want to have with our customers?" We spent a lot of time trying to think about this. When we started to hire, we tried to convert those core values into behavioral characteristics that we could use to select the right people. So, when looking at a group of very talented people, how do you select the people that culturally are going to be the best fit for you? So, one of the things we do is everybody that's in the company we train in a standard methodology for recruiting. We use a behavioral interviewing process. Everybody learns the language, everybody becomes accustomed to it. And every single person that comes into the company goes through a rigorous, rigorous recruiting process where, you know, everybody has a role in the process. It's divvied up across an entire interview team. And then, when we finish the process, when we come back to talk about that particular candidate we do it as a team. And we literally call it Gun Head. The decision at the end of the meeting is Gun Head. Do you say hire or do you say not hire. And it's a unanimous decision. So, everybody takes responsibility for people that come into the company because they played a direct role in it. And if the process is hard, what you find is that even though I may not know you - you may work in a different office than I do - if I know that you went through the exact same rigorous process I feel confident that you're good because you went through the same filter that I did. So, once the employees come in, the other thing we talk about is wanting to be able to evaluate and communicate how people are doing. So, we're also less so in the phase of this new startup company, but in the operations Phase and Fiber Tower, we were very rigorous about defining the PP & D - the performance evaluation structure we would use for the people in the company. And some of it was company related objectives, some of it was personal related objectives. And most of the personal objectives tied back to the core values of the company. But we would tie compensation and even more importantly we would tie equity to the high performers in the company. So, one of the processes we used to go through is we would stack rank employees in the company and we would disproportionately divvy up equity at the end of every year. So, my goal was to take 100% of equity and give 80% of it to the "A" players. And that just reinforced a culture of people that were trying to exceed their own capabilities, and then also having a very humane way for people that aren' t working in the company to exit them out of the company in a respectful and you know, reasonable process where they just can't be part of your organization. And then, you know, things I talked about earlier like feedback, being able to address issues in a very straightforward way. Culturally for us that was a big deal. So, you would often see people leave a meeting where it was a very simple meeting, but you know, hard decisions need to be made. And they might grab somebody in the meeting and say, you know, "I understand what you were trying to do, but this behavior that you demonstrated was inconsistent with that goal." And you may not have realized it at the time, but if you take it in the vein that person is there to help you be better at what you do, it's a very productive experience. And then, I guess finally, I think it's the individual aspect. "What do you do as an individual in a company?" So, I guess similar to Andrew we had 14 offices. I used to travel to every office on a regular circuit. I would go visit all 14 different offices in different states. And while I was there I'd try to pick a couple of different positions there, and I'd spend a day with them. So, if it was a Field Tech I'd spend a day in the field with them. If it was, you know, one of our Account Manager's I might go visit some of the customers. But I wanted to make sure that I knew every single role in the company and what they did. And they knew that I knew that. So, when I was talking about that or when I was experiencing them, you know, in terms of evaluating them I had a greater feel for it. And then, the final thing that we did was it's very difficult at the top of a company to recognize the really amazing things that happen. And what you find is there are heroic things that happen every day that never really get talked about. So, we implemented a sort of an employee based recognition process we call "Shout Out's" where any employee in the company could give any other person a recognition award and that person would get a $50 gift certificate. But the requirement to do it is they had to draft an email to the entire company and describe what happened. And we didn't make that up. We stole that from another company, but... That's cool. But it was great because people had the opportunity to hear - even, you know, at different levels of the company - amazing and heroic things that were happening. And then the final thing was creating transparency. And we tried to over communicate to the company. So, we had a policy that after every board meeting I would hold a companywide communication and I would share what was described. Not all of it was always positive, but at least they knew exactly where we stood. So, I never viewed my role as a marketing role to the employees in the company. I viewed myself as sort of providing the current direction of what we were doing and what was important for us to be successful. So, that was [informal talk]. So, let me just back up on this feedback. And again, one of the things you're known for is your credibility in the touchy feely realm of high performance leadership. But I don't think there's kind of another company here that wouldn't say, "We really value giving honest and accurate feedback." But yet it's hard to do. What is it that you found to be kind of most challenging about really living consistently that value of being honest and constructive in providing feedback? I mean, and why is it so rare? First off, the ironic theme is I'm the only one on the team that didn't actually take the class. So, I actually took it through Exec Ed to go figure out what everybody was talking about. It's a process that requires continuity. It's a process that if you do it once it can be very destructive. So, we always looked at it as a method to be able to. In doing a startup, you never know if you're going to be successful. You know, if you look at the odds it's uncanny how many of them actually fail. So, we viewed it as a process that even if we did the best we could and the company didn't work, we wanted to be better professionals, better individuals, better executives, better whatever it was and we viewed this as a process for ourselves. So, in many ways it was very selfish process because it was a way for us to get feedback from people that we really respected. The hardest part was getting people to trust the process. So, we grew very quickly. We hired people from a lot of large - ironically - wireless carriers. We had the CTO from one of the major carriers join us. And we would always give them a free ride through the first feedback session. So, I do an executive feedback session and inevitably, I would talk with them afterwards and they would all go, "That was really rough! You guys were tough on each other!" And you know, it was interesting because that was a symptom of the fact that even though everything that needed to be discussed was being discussed and it was done in a very frank - and maybe too efficient - way, he had never experienced that in where he came from. There was always the superficial aspect of communication - the 360 evaluation, the review that comes from the boss - but not something that's very specific. So for us, when we did a feedback it was three positives, three negatives and every single one that you did had to be backed up by a specific example. You had to say, "In this situation, you did this and here was the way that I perceived your behavior." You can't argue with that. The goal was not to argue with that. The goal was to take that because that was that person's perspective. You may disagree with it, but that was what they felt. So, implementing this was training the people how to do it, having the continuity that it would happen on a continuous, repeatable basis, and then building the trust that it wasn't done, you know, as an offense weapon against somebody. But the value was for you. So for example, for us HR never attended the feedback session. Not a single comment that ever was given in feedback affected your actual pay or equity in the company. It was purely for you. So, it was just a way that we interpreted that particular technique. Okay. Thanks. So, let me ask Andrew a different question. I sort of thought about some questions based on the particular challenges that the organizations might face. How do you think about or deal with the clash between your company's culture and how you think about what you're doing, and then maybe the industry values, philosophy, or culture, right? So, when Consumer Credit - certainly during a period of time it was, you know, "Spend. Spend. Spend.", you know, "Borrow. Borrow. Borrow." And to the extent that you're really trying to operate differently in that context, how do you protect your organization from the philosophy in the industry? That's a very fitting question. Not just Consumer Credit in general as we all know had some issues over the past several years, but our industry in particular when we started the company it was an innovative idea, a way of working out consumers debts outside of a bankruptcy. We were one of the few people doing it. We became the industry leader, but it was a classic [inaudible] business that resulted in a flood of competitors especially after all the mortgage people went out of business. They jumped into our industry. So, there became a very big disconnect between what we were saying we were doing for customers, and our core values, and we belief that we are this white knight here to help our consumers, and we'll do anything to help our customers and it's a very emotional, high touch product, and the rest of the industry - not all of the industry, but certainly what got picked up in the press. A very, very big disconnect. It actually - I don't want to go into too many details, but because we were the industry leader and the industry started to get a bad name we wound up getting sued by the State of California. And so, here we are having built this culture around belief in our employees, belief in what we're doing, taking care of customers, helping people through this difficult emotional point in their life. And all the sudden the State of California is suing us and saying we're taking advantage of consumers. You know, that's two pretty big different things. We're helping consumers through this emotional period. We're taking advantage of consumers is what the State of California said. So, how do we deal with that? It's difficult, but communication is extraordinarily important. You can't spin that, right? It's in the news, it's on TV, it's on blogs. Your competitors are selling against it every day. So, you' re not spinning it. You're being open, and honest, and you' re communicating every day, every week. It was an emotional period for us. But I think, you know, part of it is your belief which is contagious. True belief in what you're doing is contagious, right? If people see that you're really passionate about what you're doing, if you believe in what you're doing, then they're going to believe it. And it starts with the founders, but then it goes to, you know, the next level down. That's really, really important is getting people in the door early as an entrepreneur. Those are your ambassadors that are going to carry your message to the rest of the company. And you know, how do you get good people as a startup? You know, that's a crucial question because it's going to pay dividends for tough events like this. So, communication, consistency, honesty and then having a really strong management team that truly believes in what they're doing. Am I correct in my recollection of the case that it was written about [inaudible] is that you actually sort of fought this suit, you know, longer and harder than some of your advisors that were like, "Oh, just settle it or let it go." And you didn' t. You kind of persevered in contesting it? Yeah, that's correct. There was a case written which some of you may have read in the new ventures or one of the new entrepreneurship classes. The key decision at the time was, "Okay. We have State of California telling us we're doing all these bad things. We have millions of dollars in potential litigation expenses coming up. We have the press" and when the regulator, you know, this is something they don't teach enough about in business school - especially in this environment - but regulation is everywhere. When a regulator decides they're coming after you it's not just a negotiation. It's they're calling the ABC station, the NBC station. They're trying to do everything in their power to sort of press you into a settlement. And so, we have this, you know, decision to make. Do we just settle this, pay a lot of money, accept that we did something wrong and move on or do we fight this, try to deal with the consequences to employ morale, to public relations, to our competitors ability to sell against us? And we ultimately decided to fight. I mean, this is what we' ve been telling our managers all along. We are not doing anything wrong. We believe in what we're doing. We're helping people. Sure, there's knuckleheads in our industry, but we're doing the right thing and we've ultimately decided that if we turn around and just agreed, "Okay. We're doing something wrong. We'll get out of the State of California. We'll pay all this money in fines" that would send the wrong message, you know? And economically it was a tough decision, but in the long run it certainly was the right decision. Yeah. Did you win? We won. I mean, we settled very favorably I would say. Good for you. It did not actually go to trial, but the settlement was extraordinarily favorable. We didn't have to change any aspect of our business... Good for you. which is unusual in a settlement. That's cool. Okay. Yeah. Can I say one thing about the feedback? Sure. Cause I can't actually stress enough I mean, we've learned this lesson the hard way because to get through some of the tough times we had we built deep friendships with people in the organization. And as you scale quickly some of those people don't scale with you and yet you're close to them and their friends. And the thing that I learned the hard way is that if you don't give people straight, direct, complete feedback it is much worse than if you thought you could manage it and sort of package it in a way. And the thing that we do I think well now that we never did before - not quite as organized in the way that you guys do - but we tell people, "Look, this feedback is coming to you for one reason and one reason only which is that it's to make you better so that we can exceed as an organization." It's the only reason you're given feedback because if you're not given the feedback it means we don't care anymore and that's a bad problem, right? So, I think if you start those conversations with that sort of mindset that the reason we're doing this is it's an investment and if you don't understand it, it's sort of a way of working through that. People appreciate that, alright? Who doesn't want to sort of look in the mirror and be able to understand? And sometimes folks just don't do it well. Right. So, I think establishing that right up front that it is about being better and about elevating everyone. Right. So, let me follow - up on that and actually ask Amy a question cause you're in the business - in part - of helping your clients to use feedback from customers to make them better. And so, how do you influence the culture of your clients so that they're really using the data in the way that they should be and not biasing it? And I'll tell a little anecdote of my experience a number of times with AT&T which I don't remember whether they're a client or not. So.. . No. So, they were clearly getting lots of feedback and I was on the phone three or four times trying to correct, you know, some issue. And at the end I always got, "Have I answered all your questions because you're going to be getting a survey and I really want you to give me an "A+", or an "H", or whatever it was, "When they call you for the survey." And you know, I certainly felt kind of coerced into that. And I go, you know, "If that's what they're doing is that data really meaningful?" So, how do you influence the culture in your clients? So, we try and share best practices. We host a best practices conference once a year and bring all of our clients together. A lot of them get up and give presentations. And the example that you gave that is absolutely a worse practice to in any way to try and skew the results of a survey. And in fact, the case about retail, you will be fired if you even so much as tell a customer that they might get a survey. You can't even mention it. So you know, we try and show that we have this concept of all companies say they really care about the customer experience. Maybe 10% really care about it. You know, another 40% are kind of semi - care about it and then a lot of them don't really care. It's like motherhood and apple pie. So, we have this concept of believers, seekers, and then non - believers. And I guess our feeling is we try and share the best practices of the believers - the ones who have shown we really understand it and some will gravitate. And then, you know, we really work closely with the seekers to help them and then at the end of the day we feel better. If somebody gets, you know, 10% better and they don't become the absolute best, that's still 10% better. So, I mean we sort of help people wherever they are on that journey. And you know, we don't lower our prices. So, we end up heavily skewed toward the believers because we have the best product. But the functionality that we have is most interesting to people who really care about this vs. people who are paying lip service to it. Right. One interesting thing about our product and the topic of culture is - we were talking about this before this started. Stories are an incredible part of the culture. The stories about the founders like you were mentioning one. But one thing we've found about our customers is there's always a question that's an open - ended question and you get these really precious customer comments from time to time and some of them become, you know, just legend in the organization. So, you stop getting just the co - founder's stories or you know, the superstar employee stories and you start getting the customer stories. "The customer had this experience." You hear things for example, about Nordstrom and what Nordstrom's employees will do for their customers. And so, we found that our platform ironically does strengthen culture as those things become almost urban legends within an organization. That's great. Okay. So, last question and then we'll open up for [inaudible]. So, Jawbone is known for cutting edge - and this is a quote - "Cutting edge design coming up with products that people don't know they need, but then they can't live without." I'm like, "Wow! That's great." I was like, "I want one of those." So, this sounds a lot like the culture of innovation, engineering, you know, design being ahead of customers. But it seems like there are a lot of stories of the danger with that kind of culture is that you can become ancillary and insensitive to customers. And it's kind of like, you know, " Well, we know best." You know, "You'll know what you want when we tell you what it is." And then you sort of lose your market. How do you either balance that, protect against that possibility and think about, you know, "We want to listen, but we also want to push [inaudible] That's a great question. I think that's an existential challenge for a company like us, right? Because so much of what we do - especially as we push into new categories and new markets - you're looking around a corner and you're trying to guess what people want. So, we do. It's on multiple different vectors. It's also in terms of how do we manage our investment against those new things and sort of take it step by step, and phase. Test something, see if it works. Go behind. It's a little bit of what we call a chasing model. So, if it's working really well we double down and push into it. So, those are kind of just financial risk things that we do. But you know, fundamentally I think that what we try to do - and this is sort of the way we build products actually - is we make a map and we don't do MRD's, or PRD's, or any of those things. We don't do focus groups. We don't do any of it. We basically sit around - and there's a core group of about six people in the company who work on this - and we make a map of, "So, here's the way that the world works today with all the kinds of devices that we interact in." We're the friction points in the way that we use these devices or other people. Now you can get a lot of data from customers and many people around. What are the friction points? Where are the things that don't work? You know, would they have to push a button here, take that thing out or whatever? And then we start to say, "Okay. Well, if we could solve that problem and innovate, you know, 'Do we need to push the Silicon guys or do we need to build networking technology and support?'" And then we start to push on all those different threads. And then we build stuff say, "How are we resolving against this experience continuum?" And ultimately, it's about making and using technology to make things easier for people or allow them to communicate in places they didn't before, and things like that. And so, that's one of the issues from the product perspective we try to resolve when we say, "It's about making things easier and resolving experiences. Wouldn't it be great if you could do this right here?" So, it is a little bit Star Treky with [inaudible] and some of that stuff. But I think you're going to make some mistakes for sure and it's how you structure yourself to reiterate quickly... Right. And be able to recover from that. Yeah, and be able to recover. And you know, that's one of the reasons we almost died a few times and it just changes. So, we have this sort of multi - headed system intact. Can I add something on that? Yeah. Cause our customer sees it two ways. There are two big components. One is service and one is product. And on the service side, a lot of our companies, they have strong cultures so they delegate a lot of responsibility to their front lines and they don't micromanage. Some franchise organizations you'll go into and you'll feel like you're getting the scripted, "Did you find everything you need?" But others you actually have a real conversation. So, we tend to serve those groups. And what happens is different people try different things, you know, at different stores, or different banks, or whatever it is. And then our system you start to see customer satisfaction... Right. is spiking, customer satisfaction is dropping. What's going on here? It turns out this manager came up with a really innovative solution to a problem. I've got a great example. I'm going to try and camouflage who it is, but basically customer satisfaction across this company tanked. Then one guy looked at it and he realized that "salesperson" and " rude" kept coming up with the low scores for a particular product. So, he asked the salespeople. And they said, "Yeah, it's off warranty and everybody's really pissed off when they find out it's off warranty." So, he told them when they all came to work this next day - they all owned this particular product themselves. He took it from them for a day and he gave it back 24 hours later and customer satisfaction in that store spiked because now people came in with this product off warranty and all of the sales reps that they ran into said, "That sucks! That happened to me the other day. I am so sorry! Bad news is, you know, it's off warranty. The good news is I can..." And it was the same message... Right. delivered with genuine empathy and that was it. And it was like a brilliant, smart [inaudible]. And then somebody at corporate saw this spike, went in and found out what it was, told the rest of the organization, scores went up everywhere. So you know, that's on the service side. On the product side... It's a lot of listening. Yeah. You've got to listen carefully. But it's also allowing people who are in the front lines... Right. communicating with the marketplace to use their judgment to deal with the nuance. And on the product side, Hyatt is one of our customers and they started a new concept, "Hyatt Place" for the thirty - something business travelers. And they did a whole bunch of focus groups to get rid of things like the front desk, and all these things that are sort of standard in hotels. And then they put it out there with us and they were just monitoring. They had a couple of hotels and they were trying, you know, "Should we serve this kind of food or that kind of food?" in terms of the product side and just really, really tracking it and being very innovative, and quickly changing if it wasn't working.. And so just being very, very nimble and not expecting to get it 100% right when they rolled it out. So you know, I think it comes down to the ways to get that listening and feedback. Right. [Informal talk] I'm watching time. I probably should have kind of punctuated this point and come to the sort of closing part a little earlier. But is there anything - any insights about culture or startups - that, you know, remain unsaid that you would just be not satisfied if you didn't leave this group with that last pearl? So, we've got about five minutes. Yeah. Anything [Overlapping] maybe potentially a little controversial, but what I have learned is the value of the team vs. the value of individuals. And at the end of the day if you're like me, and you've gone to great schools, and you've gone to business school, and you've worked in certain organizations - unless you've played a team sport you know nothing about teamwork really. You probably think you're doing teamwork when you all huddle together, divide up tasks, run off, do your tasks, come back together. That's not teamwork. So, I think that we hire a lot of people just like me in our company. And so, we're all learning to be better true team players and I think a book that was really influential for me is called "Tribal Leadership". It's by a professor out of USC and he looked at all these different organizations, and listened to the language that they had, and he divided cultures into five different cultures. I won't bore you with it, but it really talks at the end of the day about when you have true teamwork you get to a stage where you're not really going to have these interdepartmental conflicts cause everybody is going to be working toward that same goal. And he finds that in only about 20% of companies. And the vast majority are all in a level where it's all about, "I'm great, others not so much." Sorry about that. You know, the ingoing assumption is, "Don't' trust until they earn your trust" rather than "Trust until they don't earn your trust." The ingoing assumption is to withhold information rather than to share information. It's a great way read and if you read it will probably resonate with you in different places that you've worked. And so, that really made me think about how little I understood about true teamwork and how many of the people around me didn't really understand it either. So.. I guess the way I would leave it is, you know, when we talk about good culture it's a very enormous concept. What's good for me may be different for Andrew, may be different based on different organizations, different requirements and so forth. But what I always find interesting - particularly when you're interviewing people - is people can't always describe what the perfect culture is, but they can very clearly tell you what bad cultures they've been part of. So you know, what are the behaviors? It could be the 201st experience they had with an executive that was completely out of character with, you know, what a company says. But you know, it's a matter of feeling what's right for you at that moment in time, what's right for the employees who are there. But so much of good culture is just common sense. There are just certain things that you don't do. You treat people respectfully. You know, you have to empower them. You have to allow them to make decisions. As long as there's a core baseline of values that you subscribe to, everything else you put on top is okay. Just the bad stuff is universal. Okay. So, I think a lot has already been said. I would say that for some of you that are considering entrepreneurship especially a lot of you that have worked for whether it's private equity banking, consulting you haven't really had to think of this developing of the culture. One thing to think about as a founder and entrepreneur is your visibility. It's extraordinarily powerful and more so than you can even imagine. There is, you know, a magnifying glass on everything you do, everything you say. Good and bad. Good and bad. And a lot of people talked about feedback. Feedback's extraordinarily important. You've got to be careful about doing it in public. Anything that you say - some small, constructive feedback - is magnified 10 times by the person that's receiving it just because of your role as the founder in the company. That's a hard thing to adjust to when you're out of business school that, "Wow! These people are hanging on my every word." If I come in the office and I look stressed out, that stresses other people out. If I come in the office and I'm happy that makes other people happy. It's a very surreal experience when you start to realize how visible you are and how much people are looking at your every action, and every action that you take is creating that culture. Last word. I totally agree with that. And I mean, it's a constant evolution in learning because that visibility and that sort of how people hang on what you say is changing all the time. It's different and different people react to things differently. I would totally agree with that. The thing I would say to take away that probably people won' t tell you about culture is that it's very, very dynamic, right? And there are core values that Scott talks about that are just fundamental things that you've got to decide what you want to do and those things will be part of the character forever. But in terms of the systems, and incentives, and rewards, all that stuff changes a lot. And you know, I think you've got to be prepared for that reiteration cycle especially in the entrepreneurial world. It's okay. It's okay and I would say to always remember to take a little bit of a longer term view than feels necessarily comfortable. Okay. On that note, please join me in thanking our panel. And...


Company Office Location Year established Properties Rooms Luxury Upper upscale Upscale Upper midscale Midscale Budget / economy Uncategorized
OYO Gurgaon, India Worldwide 2013 10,000+ 210,000+
AccorHotels Paris, France Worldwide 1967, some of its brands predate this 4,283[4] 616,181[4] Sofitel Legend, Sofitel, Fairmont, Raffles Pullman, Swissôtel, MGallery, The Sebel, Adagio Premium Grand Mercure Suite Novotel, Adagio, Mama Shelter Novotel, Mercure ibis Budget, Hotel Formule 1, Hotel Ibis, ibis Styles, Adagio Access, Coralia
Aman Resorts Singapore 20 countries[5] 1988 31[5] Aman
APA Group[6] Tokyo, Japan Japan, USA, Canada[7] 355[7] 53,168[7] Coast Hotels[8] APA Hotels
The Ascott Limited Singapore[9] Americas, Asia Pacific, Europe, Middle East (27 countries) 1984[10] 272[11] 28,000[10] The Crest Collection[12] Ascott The Residence[12] Citadines Apart'hotel[12], Somerset Serviced Residence[12] Quest Apartment Hotels[12], lyf[12]
Banyan Tree Holdings Singapore Worldwide (28 countries)[13] 1994[14] 30[13] Banyan Tree Angsana Cassia Dhawa
Barrière Paris, France France & Morocco 1912[15] 18[16] 2,300+[15] Le Fouquet's Paris, Le Majestic Cannes, Les Neiges Courchevel, Le Normandy Deauville
Best Western Hotels Phoenix[17], Arizona, United States Worldwide 1946[18] 4,200+[17] 293,059[19] Best Western Premier, Vīb, BW Premier Collection Best Western Plus, Executive Residency by Best Western Best Western, Glō BW Signature Collection by Best Western, SureStay Hotel by Best Western, SureStay Plus Hotel by Best Western, SureStay Collection by Best Western[17]
BTG Homeinn hotel group Shanghai, China China 2002[20] 3,402[19] 373,560[19] Yitel Homeinn Plus Home Inns, Motel 168, Fairyland Hotels
Radisson Hotel Group Minneapolis, Minnesota, United States and Brussels, Belgium Worldwide 1962 (Carlson), 1960 (Rezidor) 1,112[21] 174,475[21] Radisson Collection Radisson Blu Radisson, Park Plaza, Radisson Red Park Inn by Radisson, Country Inn & Suites prizeotel
China Lodging Group, Limited (Huazhu Hotels Group) Shanghai, China[22] China, 375 cities[23] 2007[24] 3,656[23] 372,464[23] JI Hotel, Starway Hotel, Joya Hotel, Manxin Hotels & Resorts, HanTing Plus Hotel, ibis Styles Hotel, Mercure Hotel, Novotel Hotel, Grand Mercure Hotel, Orange Selected, HanTing Hotel, Hi Inn, Elan Hotel, ibis Hotel, Orange Hotel
Choice Hotels Rockville, Maryland, United States Worldwide 1939[25] 6,627[26] 525,573[26] Ascend Collection, Cambria Suites, Clarion Hotel Comfort Suites, Clarion Inn Mainstay Suites, Quality Inn, Comfort Inn, Sleep Inn Econo Lodge, Rodeway Inn, Suburban Extended Stay Hotel
Coast Hotels Vancouver, British Columbia, Canada and Seattle, Washington, United States Canada and United States 37
Dalata Hotel Group[27] Dublin, Ireland Ireland,

United Kingdom

2008 40+[28] 8,500+[28]
Dorchester Collection London, United Kingdom[29] Europe, United States 1981 10
Drury Hotels St. Louis, Missouri, United States United States 1973 150[30] Drury Plaza Hotel Drury Suites Drury Inn, Drury Inn and Suites Pear Tree Inn
Dusit Thani Group Bangkok, Thailand Worldwide 1948 29 Dusit Devarana Dusit Thani dusitD2 Dusit Princess
Extended Stay America, Inc. Charlotte, North Carolina, United States[31] United States and Canada 1995 624[32] 68,620[32] Extended Stay America
Four Seasons Hotels and Resorts Toronto, Ontario, Canada Worldwide 1960 107[33] Four Seasons Hotels
G6 Hospitality LLC Carrollton, Texas, United States[34] United States, Canada, Latin America 1962[35] 1,450+[34] 125,017[19] Motel 6, Studio 6, Estudio 6, Hotel 6
GreenTree Inns Hotel Management Group, Inc. China, USA 2004[36] 2,100[19] 173,053[19] GreenTree Inn, Vatica Hotel, GTA Hotel, GreenTree Eastern, Shell Hotel
Hilton Worldwide McLean, Virginia, United States Worldwide 1919 5,456[37] 879,349[37] Waldorf Astoria, Conrad Hotels Hilton, DoubleTree, Canopy by Hilton, Curio Collection Embassy Suites by Hilton Hilton Garden Inn, Homewood Suites by Hilton, Home2 Suites Tru by Hilton, Hampton by Hilton, Motto by Hilton
Hongkong and Shanghai Hotels Hong Kong, China Asia-Pacific, North America, Europe 1928 10 The Peninsula Hotels
Hoshino Resorts[38] Karuizawa, Nagano, Japan Japan, Indonesia (Bali) 1904 32 Hoshinoya [39] Kai Risonare OMO
Hyatt Hotels Corporation Chicago, Illinois, United States Worldwide 1957 667[40] 170,239 Park Hyatt, Grand Hyatt, Andaz (hotel) Hyatt Regency, Hyatt Hotels, Hyatt Centric Hyatt Place, Hyatt House Hotels
InterContinental Hotels Group (IHG) Denham, Buckinghamshire, United Kingdom Worldwide 2003, Origins 1777 5,431[41] 809,889[41] InterContinental, Regent Hotels & Resorts Crowne Plaza, Kimpton Hotels & Restaurants Hotel Indigo, EVEN Hotels, Staybridge Suites, Holiday Inn Select, HUALUXE Hotels & Resorts Holiday Inn Holiday Inn Express, Candlewood Suites, Avid
Interstate Hotel & Resorts Arlington, Washington, United States United States and Europe 1960[42] 480[43] 81,400[43]
InTown Suites Atlanta, Georgia, United States United States 1988 138 17,978 InTown Suites
Jin Jiang International Shanghai, China 62 countries[44] 2003 7,000+[44] 700,000+[44] Jinjiang Inns J, Rock Garden, Jinjiang, Kunlun, Jinjiang Metropolis, Campanile, Tulip Golden Tulip, 7 days, Li Feng, Zhe • Brown, Vienna[44]
Jumeirah United Arab Emirates Worldwide 1997 26 TBC Jumeirah
Kempinski Munich, Germany & Geneva, Switzerland Worldwide 1897 75 Kempinski
Langham Hospitality Group Hong Kong, China Worldwide 1865 30 8,766 Langham Hotels, Langham Place Hotels Cordis Hotels Eaton Hotels, Chelsea Hotels
Loews Hotels New York City, New York, United States United States 1946 20 8,597 Loews Hotels
Lotte Hotels & Resorts Seoul, Republic of Korea Worldwide 1973 29 Signiel Lotte Hotels L7 hotels, Lotte City Hotels, Lotte Resorts
Magnuson Hotels London and Spokane, USA[45] Worldwide[45] 2003[45] 1,274[19] 103,306[19] Magnuson Grand[46] Magnuson Hotels[46] M-Star Hotels[46]
Mandarin Oriental Hotel Group Hong Kong, China Worldwide 1963 41 10,000 Mandarin Oriental
Marriott International Bethesda, Maryland, United States Worldwide 1927 6,906[47] 1,317,368[47] Ritz-Carlton, Bulgari Hotels, Edition Hotels, JW Marriott Hotels, St. Regis, Luxury Collection Renaissance Hotels, Marriott, Autograph Collection, Delta, Marriott Executive Apartment, Gaylord Hotels, W Hotels, Design Hotels, Westin Hotels & Resorts, Le Méridien, Sheraton, Tribute Portfolio AC Hotels, Fairfield Inn by Marriott, Courtyard by Marriott, SpringHill Suites, Residence Inn by Marriott, Four Points by Sheraton, Aloft Hotels, Element Hotels MOXY Hotels, Protea Hotels, TownePlace Suites
Meliá Hotels International, S.A. Palma, Spain Worldwide 1956 370[48] 95,000[49] Gran Meliá, ME by Meliá, Paradisus Meliá, Innside Tryp, Sol
Millennium & Copthorne Hotels London, England, United Kingdom Worldwide 1972 131[50] 37,022[50] Grand Millenium Hotels Millennium Hotels, Grand Copthrone Hotels Copthorne Hotels, M Hotels Kingsgate Hotels
MGM Resorts International Paradise, Nevada, United States Asia, United States 1986 20[19] 47,869[51]
Minor Hotels Bangkok, Thailand Asia Pacific, Europe, Middle East, Africa 1978 154 19,500 Anantara, Per Aquum Avani, Tivoli Oaks Hotels & Resorts
NH Hotel Group[52] Madrid, Spain Europe, America, Africa, China 1978 380[53] 58,901[53] NHow, NH Collection Hesperia Resorts NH Hotels
The Oberoi Group Delhi, India Worldwide 1934 20+ Oberoi Hotels Trident Hotels
Okura Nikko Hotel Management[54] Tokyo, Japan Worldwide Group formed in 2015 (Hotel Okura established in 1958, JAL hotels established in 1970) 81 Okura Hotels & Resorts Nikko Hotels Hotel JAL City
Omni Hotels & Resorts Dallas, Texas, United States United States, Canada, Mexico 1958 60 20,000 Omni Hotels & Resorts
Pan Pacific Hotels and Resorts[55] Singapore[56] Asia-Pacific, USA, Canada 35 Pan Pacific PARKROYAL
Prince Hotels[57] Tokyo, Japan Japan, Taiwan, China, USA (Hawaii) 1956 52 The Prince Grand Prince Prince
Red Lion Hotels Corporation Spokane, Washington, United States North America 1937 1,102[58] 70,800[58] Hotel RL Red Lion Hotels Red Lion Inn & Suites, Settle Inn Extended Stay Signature Inn, GuestHouse, Americas Best Value Inn, Canadas Best Value Inn, Country Hearth Inn & Suites
Red Roof Inn Chicago, United States United States, Brazil, Canada, Thailand and Japan 1973[59] 500+[59] 46,562[19] Red Roof PLUS+, The Red Collection Red Roof Inn
RIU Hotels & Resorts Palma, Spain Worldwide (19 countries)[60] 1953 92[60] 43,000[60]
Rocco Forte Hotels London, United Kingdom Asia, Europe 1996 11 2500 (2015)
Rosewood Hotel Group Hong Kong, China Worldwide Group formed in 2005 (Rosewood Hotel established in 1979) 55 Rosewood Hotels & Resorts New World Hotels Pentahotels
Scandic Hotels Stockholm, Sweden Sweden, Norway, Denmark, Finland, Germany, Poland, Belgium[61] 1963[61] 262[61] 49,983[61] Scandic
Shangri-La Hotels and Resorts Hong Kong, China Worldwide 1971 96[19] 39,830[19] Shangri-La Hotels Kerry Hotels Traders Hotels, Hotel Jen
Shilo Inns Washington County, Oregon, United States Western United States 1974 43 4,234 Shilo Inns
Taj Hotels Resorts and Palaces Mumbai, India India, USA, South Africa, UK, Australia 1903 125[62] Taj Hotels

Taj Exotica

Vivanta by Taj The Gateway Hotels Ginger Hotels
The Dedica Anthology Hotels Milan, Italy Europe 2018 9 1304
Tokyu Hotels[63] Tokyo, Japan Japan, Taiwan, USA (Hawaii) 2001 49 Tokyu Excel REI
Toyoko Inn Tokyo, Japan[64] Japan 1986[64] 276[65] 50,510[19]
Travelodge Thame, United Kingdom UK, Ireland, Spain[66] 1985[66] 532[19] 38,206[19]
Treebo India 40 Cities in India 2016 200[67] 5200[67]
Walt Disney Parks and Resorts Burbank, California, US 37[19] 37,171[19]
Warwick Hotels and Resorts New York City, New York, United States Worldwide 1980 54 8,810
Westgate Resorts Orlando, Florida United States 1982 27 14,500
Wyndham Hotels & Resorts Parsippany-Troy Hills, New Jersey, United States Worldwide 1963 9,221 [68] 697,607[19] Wyndham Grand Dolce, Wyndham TRYP, Esplendor, Dazzler, Trademark La Quinta, Wingate, Wyndham Garden, AmericInn, Ramada, Baymont Microtel, Days Inn, Super 8, Howard Johnson, Travelodge Hawthorn Suites
Whitbread plc Dunstable, United Kingdom China, Dubai, Europe, India, Republic of Ireland, Russia, United Kingdom 1742 777[69] (UK and Ireland) 71,282[69] (UK and Ireland) Premier Inn hub by Premier Inn

See also


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