The hospitality industry relies on relationships, and the relationship between the franchisor and the franchisee is one of its most important. Owners evaluating their prospective or current franchise partnerships do well to observe the relationship-building practices of leading franchisors, such as valuing owner input and offering robust franchisee support. Trust is the foundation for any relationship and leading franchisors such as BWH Hotels or Choice Hotels International know how to build it.
BWH Hotels’ president and chief executive officer, Larry Cuculic said, “We establish trust by establishing an authentic relationship from the beginning, with timely communication and clear follow-up.” Our approach emphasizes the transparency of brand expectations, and our cost-saving and revenue-driving support. We engage in consultations and use real-life success stories to demonstrate the power of our partnership.
Transparency also builds trust for Choice Hotels. The development team makes sure that prospective franchisees have a “clear picture” of what being a part of Choice Hotels means, said David Pepper, Chief Development Officer. We provide them with detailed data on performance from our Franchise Disclosure Document, we connect them to existing franchisees and show them our support system so that they can make a well-informed decision.
Multi-Channel Communication
The best practices ensure that all franchisees get brand updates, as well as other important information via a media most convenient and impactful to them. Pepper explained that they use different communication methods to engage and keep their franchisees up to date. This includes weekly newsletters with relevant content and action items. They also provide practical tips to increase revenue and cut costs. These are supplemented by email updates, newsletters and regional meetings. To ensure personalized, timely support, we also use a customized online portal as well as proactive outreach – such a phone call from our directors – to make sure that the right people are contacted. We also prioritize listening to franchisees through our advisory councils, direct feedback loops, and other means.
Conflict Resolution
Disagreements can occur in any type of business relationship. For example, an owner may have a problem with the new standard for establishing branded products. Best franchisors use practices to minimize conflict and have procedures for resolving them. Cuculic said, “We recognize that our hotels are independently operated and owned, therefore we do not apply rigid one-way methods.” Instead, we have open conversations about standards and performance expectations. We want to solve challenges by being proactive in communication and documenting expectations and responsibilities.
Set up Franchisees to Success
In addition to offering educational materials on best operational practices, franchise companies are able to help owners succeed in a variety of ways. To optimize hotel performance and strengthen the relationship, it is important to assist franchisees with meeting brand standards at the same as promoting local innovation.
- BWH Hotels helps ensure compliance by providing “ongoing education via our Learning Management System,” Cuculic said. We also offer comprehensive training and onboarding programs. BWH Hotels’ franchisee Tanna Zywina is the owner of Best Western Lodge At River’s Edge in Orofino Idaho. She said, “Meeting global brand standards require tools, resources and accountability that go beyond “just acceptable.” My district manager and regional service manager are available to answer questions or provide solutions. As an owner, it’s comforting to know that you can get this type of support by calling.
Choice Hotels provides excellent support in the area of physical construction, which is an important stage for standards compliance. Pepper stated that “We provide comprehensive brand immersions which guide the owners clearly through all phases of planning, design and construction as well as procurement, furniture and fixtures. This kind of advice is appreciated by owners. Zywina said that BWH Hotels Design Team has, as an example, been “a huge asset and time-saver” when we renovate different parts of the property. Their guidance allows us to meet brand standards, and provide a local guest experience which stands out on our market. This kind of support from experts and collaborative effort is essential to our success. - Encouraging Innovation | Brands need to meet their standards, but a culture that values innovation also benefits franchisees as well as the brand. Pepper said that many of the most successful programs were shaped and tested by franchisees. The Comfort Suites Your Suite Success Marketplace was created in response to feedback from franchisees about the limited space of the lobby and the need for retail options that were flexible. This program allows for hotels to build compact, brand-named snack and beverage display using a flexible cabinet system. It improves guest convenience while driving additional revenue. Franchisees have also contributed to the design of food and beverages, including rooftop terraces, bar access, and other public areas. This has ensured that these spaces are efficient, yet local and appealing. “This approach is a reflection of our belief that franchisors are more than just operators. They’re entrepreneurs who have local insight to drive systemwide advancement.”
- Franchisees also can help owners succeed by providing them with robust education resources. These include BWH Hotels Learning Management System, Member/Hotel Portal, which provides tools and updates and brand team workshops that take place on the property, in a regional area, or online. Cuculic said that “we also provide platforms such as BW Connect, where hoteliers are able to ask questions and get advice from other hoteliers or corporate staff.” Zywina stated that the education resources BWH Hotels provides are crucial for onboarding and continuing staff training. She added that relevant industry courses that cover carbon monoxide, human trafficking and sanitation empower her team.
Choice University, which won five awards major in 2025 and is a sophisticated platform for learning that improves the performance of franchisees–and their relationship with Choice Hotels–is also an award-winning program. Pepper noted that in 2024 nearly 2 million courses had been completed and the LTR scores of hotels who used ChoiceU were 1.4 points better than other hotels. To meet hotel owners at their stage of the journey, we provide custom learning tracks.
Recognizing and Celebrating
The best franchisers are always willing to go above and beyond in this regard. Awards, like BWH Hotels M.K. While the Guertin award and other “Champions of the Year” are traditional approaches, brands could go beyond and recognize franchisees through various means, including BWH Hotels brand communications, which highlight outstanding owners and their hotels, and personal recognition by senior leadership and brand team.
The recognition not only strengthens relationships between franchisees, but it also motivates them to perform better. Pepper said, “We think recognition can be a powerful motivational tool.” We celebrate our franchisees for their efforts in many ways, from the annual awards we give at convention to features that are featured on social media and internal communication. In our marketing materials, we also feature success stories to encourage others.
Pepper also mentioned the “Owner Spotlights”, a series of stories on Voice of Choice – Choice Hotels’ storytelling platform for franchisees. These features feature Best of Choice Winners through photos, personal Q&As and insights from behind-the scenes. They help teams to understand and appreciate the people who run the hotels and their accomplishments. Externally, we amplify franchisee stories through earned media, development materials, and executive social channels–positioning owners as brand ambassadors and inspiring others across the system,” he concluded.
Franchisees’ Voice
Tanna Zywina is the owner of Best Western Lodge on River’s Edge. She exemplifies how a brand’s involvement with feedback and ideas from franchisees can have a positive effect. She said that when our headquarters office listens to and acts on feedback from owners such as myself, respect and confidence are built. This mutual respect fosters a true sense of partnership. This is something I have experienced quite often while working on renovations with BWH Hotels Design Team and upgrading the guest experience over the past couple of years.
BWH Hotels has also a “tremendously strong organizational structure” that, according to Larry Cuculic, President and CEO of BWH Hotels ensures collaboration between hoteliers regarding their operational strategies. This includes a member-hotelier-dominated board of directors, as well as advisory councils and brand committees. There are also regional service manager-led roundstables and regional marketing cooperatives. “Serving as a governor and on committees like Quality Assurance and Marketing/Advertising has been incredibly fulfilling,” said Zywina. I stepped out of my comfort zone and contributed my marketing perspective. Joelle Park’s CMO at BWH Hotels has helped take our global advertising campaign to the next step. I feel valuable and part of a bigger project when I connect with my peers and give feedback.
