Reporter: As an international brand, how has Super 8 achieved rapid development in the Chinese market after entering China?
Chen Han: From the very beginning of its entry into China in 2004, the Super 8 brand clearly positioned franchising as its core development strategy, and in 2009, this direction was further confirmed at the strategic level. Super 8 has its own brand culture and adopts a franchising management model, allowing franchisees to operate and manage independently under the brand's standardized management, while creating products that better suit local market characteristics.
Reporter: What do you think are the advantages of the franchising model?
Chen Han: The franchising model allows hotels to operate independently under the brand’s standards with close-to-home management. This approach enables franchisees to better control investment risks, which is why it is widely recognized among them. The owner of the 500th Super 8 property opened this year is a repeat franchisee who joined the system again one year after their first investment. Within the Super 8 network, there are many cases where the same owner operates multiple Super 8 hotels. Through operating Super 8 hotels, they receive management and operational support from the brand to accumulate experience and returns, and then reinvest in franchising. Statistics show that the repeat franchise rate for Super 8 Hotels reaches 28%. At the same time, some franchisees also recommend this model to friends, leading to a high proportion of repeat franchising and a development model where franchisees bring in other franchisees. This fully demonstrates the high recognition and loyalty of owners toward the Super 8 brand. Another advantage of the franchising model is that franchise owners have a better understanding of the local market, enabling them to create hotel products more suited to local characteristics and provide services that better meet guests’ needs and expectations. Therefore, the franchising model not only leverages the strengths of the Super 8 brand but also combines the unique advantages of the franchise owners, forming a "win-win" relationship between the Super 8 brand and the franchise owners.
Reporter: As an international brand, how does Super 8 compete with domestic economy hotel brands in China? What are the advantages of the Super 8 brand?
Chen Han: I believe the Super 8 brand has its own unique advantages compared to domestic economy hotel brands, which can be summarized as brand advantage, franchising advantage, quality advantage, and product personalization advantage.
First is the brand advantage. Super 8 Hotels is a globally renowned hotel brand under Wyndham Hotels & Resorts in the United States. With its international background, Super 8 not only provides hotel owners with the opportunity to learn international hotel management experience but also leverages Wyndham’s overseas channels to bring global customers to Super 8 hotels in China. Meanwhile, Super 8 China also supports and grows together with other Wyndham-branded properties in China. In terms of franchising strategy, the model allows hotels to create products suited to local market characteristics under the brand’s standardized management, while also giving franchisees a platform to run their own business, better control investment risks, and manage their hotels closely. Additionally, Super 8 Hotels has established an Owner Advisory Committee composed of franchise owners, who participate in strategic decision-making for Super 8’s development and contribute ideas from the perspective of franchisees, making the brand’s operations more grounded. As a result, the franchising model has significantly accelerated brand growth, combining both the strengths of the Super 8 brand and those of the franchise owners. Furthermore, Super 8 (China) headquarters maintains strict admission and exit mechanisms, unified quality assurance standards, cost-efficient bulk purchasing channels, and a comprehensive training system, ensuring consistent quality across all hotels and guaranteeing "clean and friendly" service for consumers. Under the continuously improving “Member Privilege Program,” Super 8 (China) constantly enhances its satisfaction survey system, guest feedback channels, and complaint handling mechanisms to build a globally recognized, highly interactive, and loyal Super 8 member base. Lastly, there’s product personalization. Super 8 Hotels in China continue the concept of freedom and individuality from the U.S., and the franchising model allows hotels to decorate and operate independently under the brand’s standardized management. Therefore, the hallmark of Super 8 Hotels is “experiencing the essence of the same brand amid diverse forms.” Guests can enjoy the same high-standard quality service while experiencing the distinct characteristics of different locations. Compared to other economy hotel brands, which often feature uniform color schemes, furniture, and layouts, Super 8 Hotels put more thought into offering unique room layouts and diverse interior styles, providing guests with refreshing experiences and allowing them to appreciate the cultural and historical charm of different cities. Leveraging these advantages, Super 8 (China) has established a solid brand position in China’s rapidly developing economy and the fiercely competitive economy hotel market, maintaining a leading position in the industry.
Reporter: What challenges does Super 8 Hotels face in today’s ever-evolving economic landscape in China?
Chen Han: With the continuous development of China’s economy, the Super 8 brand indeed faces many new challenges.
First, as the number of Super 8 Hotels increases and the brand expands geographically, headquarters faces challenges in communicating and engaging with franchisees over long distances and across vast areas. Currently, Super 8 (China) headquarters is strengthening communication with franchisees by increasing online training, raising the frequency of visits by regional operation managers, and using advanced information tools such as a mobile app for property owners. At the same time, Super 8 headquarters is also enhancing interaction with franchisees through annual events such as regional meetings, owner conferences, and Super 8 Day. Second, guests often have traditional perceptions of economy hotels, expecting similar decor and furnishings across properties. However, Super 8 continues to leverage its unique strengths to allow more guests to experience the distinct style and thoughtful details of each Super 8 hotel. Achieving greater consumer recognition in this regard still requires joint efforts from Super 8 management and property owners.
Reporter: This year, Super 8 (China) has surpassed 500 open properties. What are your expectations for the future development of the Super 8 brand in China?
Chen Han: In the future, Super 8 (China) will leverage its strengths to continue striving toward the goals of “highest guest satisfaction and most rewarding investment returns for franchisees.” I believe that in the next three to five years, Super 8 (China) will maintain its momentum of continuous development and keep breaking new ground. Our goal is to open 1,000 hotels in China. At the same time, we will remain committed to becoming the hotel brand with the highest consumer satisfaction and continue to integrate the best of Chinese and American management practices to provide more Chinese people with comfortable and convenient hotel experiences.