At Best Western, it's 'tech out' time
Free fast Internet, flat TVs help chain shed predictability

Stephanie Paterik
The Arizona Republic
Feb. 9, 2007 12:00 AM

Best Western is one of America's most recognizable hotel brands, but that's not good enough anymore. Fresh off its 60th birthday, the Phoenix-based chain is forging ahead with a plan to bring the brand up to date in a world where travelers have more choices than ever.

The goal is to change people's perception that Best Western is a modest, roadside motel, good for a little shut-eye but not much more.

The plan is to modernize the product to attract more business travelers and young people. The hotel, which has banked on familiar digs and predictable service, is partnering with NASCAR, beefing up online operations and appealing to a generation that grew up with the latest techie gadgets.

"They don't want the same old same old," said Denise Seomin, consumer media relations manager. "They recognize the brand, but now it's about contemporizing it."

The first step is raising standards. Last year, all 2,400 North American Best Westerns started offering free high-speed Internet in every guest room. Most hotels charge for the service.

All new Best Westerns, plus some old ones, will be outfitted with flat-screen TVs and alarm clocks with iPod adaptors.

"It's basically about tech-ing out the rooms," said Scott Wilson, director of worldwide sales. "We continue to move like everyone else to the Gen X'er."

The company also is banking on partnerships with brands such as NASCAR and Harley-Davidson. It implemented that strategy in 2004, and so far it is paying off.

Through its partnership with NASCAR, revenue went up 60 percent last year, Wilson said.

Best Western is one of 350 NASCAR sponsors, and among 40 that are Fortune 1,000 companies. Those elite firms not only benefit from the loyalty of 75 million racing fans, they promote one another.

For example, General Motors now sends some of its business travelers to Best Western. When employees log onto GM's intranet, they find a link for the hotel chain and its loyalty program.

"General Motors spends $250 million on travel," Wilson said, referring to the company's annual travel budget.

The impact of NASCAR fans is important, too. Especially considering that the crowd is incredibly loyal and increasingly affluent.

Top drivers Michael Waltrip and David Reutimann were in Sedona last week to shoot a TV commercial for Best Western's new national advertising campaign. The commercial will air in March.

In the spot, the drivers park their flashy race car outside the Best Western Arroyo Roble Hotel and Creekside Villas in Sedona, with scenic red rocks in the background. They eat breakfast at the hotel's cafe and give racing tips to kids staying there.

"My generation, they like something in your face," Reutimann, 36, said after a day of filming. "NASCAR is pretty bold and in your face."

Reutimann has fond memories of staying at the hotels as a kid. He said he is proud to represent them as an adult.

But not everyone has a positive association with the brand. That is Best Western's challenge, Wilson said.

"We have a mixed bag of roadside, seaside and corporate hotels," he said. "Our issue is, if someone lives by a roadside motel, that's their impression."

Waltrip said he did not stay at a Best Western for many years, until the brand started sponsoring his car.

"They were pretty predictable when I was younger," he said. "People expect you to be modern."

Waltrip said that once he "started paying attention again," he noticed the brand has a diverse product. He points to the all-suites Best Western in New York as well as the villas along Sedona's Oak Creek.

Best Western executives expect NASCAR will boost revenue another 40 percent this year, and property upgrades will inject new life into the hotels.

Ultimately, the company would like to create a number of brands with a tiered system of service. Without a tiered system, it faces the challenge of trying to be all things to all people.

That won't happen anytime soon. Best Western functions as a membership, where individual hotel owners vote on changes. That makes Best Western less nimble than some of its competitors.

But Seomin points out that structure could also be an asset. Travelers increasingly favor unique properties over chains, and Best Western's owners have the freedom to create a distinctive guest experience.

She said most embrace the opportunity.

"They know they need to evolve," she said