Successfully upgrading your hotel: a profound transformation in hospitality
Understanding what moving upmarket really means
Many hoteliers still think that moving upmarket means getting an extra star or modernizing a few decorative elements. In reality, it’s a much deeper process, involving the entire identity of the establishment: its positioning, its internal organization, and above all its level of hospitality. Moving upmarket means changing customer categories, requirements and posture. It’s also a state of mind.
The number of stars does not always reflect the real quality of a hotel. An excellent 3-star establishment may offer 4-star facilities and service, without meeting all the criteria for this classification. Conversely, some 4-star hotels don’t live up to their promises, either in terms of product or service. That’s why it’s important to look beyond official rankings and focus on customer perception, reputation, consistency between product and service, and the local experience.
Some 3-star hotels charge 4-star rates because their offer comes close, while others, rated 4-star, have to match lower prices because of a mismatch between expectations and perceived quality.
Evaluating the means to achieve your ambitions
Moving upmarket means offering more services, more quality, more attention. This change requires substantial investment: renovation, team building, training, change management, and even reorganization or adaptation of governance.
Before embarking on this approach, each department needs to ask itself the following questions:
- Does the proposed service allow for greater personalization?
- Do current teams have the necessary skills or do they need support?
- Is a gradual increase in rates conceivable?
- Is communication adapted to a new target?
- Does the local market match the company’s ambitions?
Defining your target: which customer for tomorrow?
One of the first challenges in moving upmarket is to redefine the target clientele. This repositioning often implies a change in customer typology. The transition doesn’t happen overnight. For a time, the old clientele will cohabit with the new. This phase involves anticipating risks while building solid foundations to welcome future customers.
Right from the outset, it’s essential to take a proactive approach, making contact with companies, agencies and specifiers likely to be able to relay the project’s progress. Regularly updating them on the progress made will help to build trust and ensure gradual attendance after the repositioning.
These new customers will often be more demanding, more discerning, more sensitive to elements such as decoration, storytelling, gastronomy and environmental commitments. That’s why it’s vital to understand their expectations, to speak to them in their own language, and to give them a warm welcome… and beyond.
Upmarketing through products: which elements to prioritize?
Complete renovation is not always necessary. It’s often more strategic to focus on high-impact elements that can breathe new life into the customer experience.
- Bedding: mattresses, mattress toppers, sheets, pillows and comforters must offer impeccable comfort.
- Bathroom: opt for noble materials, elegant fittings, top-of-the-range welcome products, soft bathrobes and towels.
- Lobby: a true first impression, this area sets the tone. It must reflect the identity of the establishment with warmth and style.
- Breakfast: often the last memory of your stay, it deserves special attention. It should be tasty, generous, high-quality and, if possible, home-made, with a warm and friendly welcome.
- Furniture and decoration: rooms must convey a harmonious, coherent and differentiating atmosphere.
- Equipment: soundproofing, air conditioning, ambient lighting, connectivity – everything must be designed for discreet but optimal comfort.
Upmarket through service: people first
Products are essential, but service remains the differentiating factor par excellence. A hotel that has been renovated, but lacks a smile at the reception desk, attention to breakfast or responsiveness to requests, will leave a mixed impression.
Moving upmarket implies a cultural transformation, based on people:
- A natural, warm and professional welcome.
- Creating a genuine relationship, from pre-stay to post-stay.
- Attention to detail in every interaction.
- Encourage autonomy, initiative and benevolence among employees.
Training teams in hospitality: the DELPORTE HOSPITALITY method
DELPORTE HOSPITALITY offers a unique pedagogy of hospitality, based on a human and introspective approach. Training courses enable teams to get to know each other better: understanding their personalities, communication mechanisms, strengths and areas for improvement. This introspection strengthens the quality of internal… and external relationships.
Hospitality begins with yourself: welcoming yourself, understanding yourself, learning to manage your emotions, identifying your limiting thoughts. This awareness profoundly transforms our day-to-day posture and enables us to embody sincere, generous and aligned hospitality.
This method has already been implemented in sectors as varied as the airline industry, banking and airport reception.
The importance of mindset and leadership
Moving upmarket is also a psychological commitment. It means taking on a more ambitious offer, higher rates and new requirements. Management needs to be convinced and aligned.
Adopting this stance means saying: “I believe in my product, in my team, and I’m committed to moving upmarket.
This cape requires work on leadership. Department heads need to be supported, trained and empowered. Their commitment is key to driving teams through this transformation.
Transforming your business starts with a personal transformation. Too many managers think they can go it alone. And yet, with support, you can go further, faster. The best athletes are surrounded by coaches: the best managers and executives also gain in performance when they are accompanied.
Differentiate rather than compare
Many hoteliers want to be like their competitors. But the strength of a plant often lies in its uniqueness. Assuming a vision, a style, a universe: that’s what appeals to today’s customers.
There’s no point in trying to please everyone. It’s better to sincerely please those who choose a place for what it stands for.
Example: In the South-West of France, a hotel has focused its positioning on local craftsmanship and conviviality. Workshops, boutique, personalized welcome: customers talk about it, and keep coming back.
Moving upmarket: a demanding but rewarding path
Successfully moving upmarket means accepting to question our habits and rethink our points of reference. It means investing in the right levers: training, service, decoration and communication. This is not a marketing operation, but a business transformation.
The benefits are many: higher average price, loyalty, positive word-of-mouth, HR attractiveness, team pride.
But this path requires rigor, lucidity and courage. This is precisely where DELPORTE HOSPITALITY comes in: by supporting a global reflection, revealing potential and activating the right levers at the right time.
Moving upmarket isn’t just a matter of climbing a flight of stairs. It’s changing floors. This means new landmarks, new furniture, a new art of living. It’s a deep commitment to generous, embodied and lasting hospitality.
And if this sounds like the right course for you, then DELPORTE HOSPITALITY is ready to support you in this transformation.
📣 Does this message speak to you? So don’t hesitate to share it with your colleagues, your customers, young people looking for a vocation, or anyone else who might be inspired by the challenges of transmission and excellence. Together, we can get these ideas circulating, give new meaning to manual and hospitality professions, and create real vocations.
💡 If you have any ideas, needs, or would like to go further, I’d love to hear from you. I offer hospitality audits, hospitality strategies, inspirational conferences, customized training and coaching for managers and teams in the hospitality, luxury and exceptional venue sectors.
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