In a hospitality landscape increasingly dominated by global brands, loyalty programmes, and large-scale distribution networks, it would be easy to assume that independent hotels are fighting an uphill battle.

Yet during a lively roundtable discussion among hospitality commercial leaders, a different narrative emerged.

Rather than focusing on what independent hotels lack, participants explored the advantages that come with being smaller, more agile, and less constrained by corporate structures. The conversation revealed that while global brands undoubtedly offer significant benefits, many independent hotels possess strengths that are becoming increasingly valuable in today’s fast-moving hospitality environment.

The Freedom to Move Faster
One of the strongest themes to emerge from the discussion was speed.

Participants repeatedly highlighted the ability of smaller organisations to make decisions and implement ideas quickly.

While larger hotel groups often benefit from established systems, governance, and global support structures, these advantages can sometimes come at the cost of agility. New initiatives may require multiple rounds of approvals, cross-functional reviews, regional sign-off, and alignment with brand standards.

Independent hotels, on the other hand, often have the ability to identify an opportunity, make a decision, and execute within days rather than months.

For commercial leaders operating in rapidly changing markets, that flexibility can become a significant competitive advantage.

Authenticity Over Standardisation
The discussion also explored an increasingly important question: how much standardisation is too much?

Participants acknowledged that global brands excel at consistency. Guests know what to expect, and operating standards help ensure a reliable experience across multiple destinations.

However, many felt that independent hotels have greater freedom to create experiences that feel distinctive, local, and authentic.

Rather than following a global template, smaller properties can adapt more easily to local market conditions, guest preferences, and emerging travel trends.

Several participants argued that travellers seeking unique experiences often gravitate towards independent hotels precisely because they offer something different from the standardised experience found across large global networks.

Wearing More Hats Creates Stronger Teams
Talent emerged as another area where independent hotels face both challenges and opportunities.

Participants acknowledged that recruitment and retention can be difficult when competing against globally recognised brands that may appear more attractive on a CV.

Yet many also argued that working within a smaller organisation often accelerates professional development.

Employees are frequently exposed to a broader range of responsibilities, encouraged to collaborate across departments, and given opportunities to contribute beyond narrowly defined job descriptions.

This creates an environment where individuals develop wider commercial awareness and a deeper understanding of the business as a whole.

The result is often a culture built around adaptability, problem-solving, and teamwork.

Technology Has Changed the Game
Perhaps one of the most optimistic discussions centred around technology. Historically, large brands enjoyed significant advantages in distribution, marketing, and access to sophisticated systems. Today, however, participants suggested that the playing field has become far more level.

Cloud-based platforms, integrated technology solutions, digital marketing tools, and AI-powered applications are increasingly accessible to organisations of all sizes.

Rather than needing the infrastructure of a global hotel group, smaller operators can now access many of the same capabilities through third-party solutions.

Several participants argued that technology is reducing many of the historical barriers that once favoured large organisations.

For independent hotels willing to invest strategically, the opportunities have never been greater.

The Loyalty Question
No discussion about independent hotels would be complete without addressing loyalty programmes.

Participants acknowledged the immense value that major loyalty ecosystems bring to branded hotels. The ability to generate demand, drive repeat business, and leverage millions of members remains a powerful advantage.

Yet the discussion also challenged the assumption that loyalty programmes are the only path to success.

Alternative distribution channels, strategic partnerships, soft-brand affiliations, premium travel programmes, and OTA loyalty ecosystems now offer independent hotels additional ways to reach high-value travellers.

The consensus was not that loyalty programmes are unimportant.
Rather, it was that independent hotels have more options than ever before to compete for guest attention.

Leadership Looks Different in Smaller Hotels
An interesting theme emerged around leadership.

Several participants observed that leaders within smaller organisations often spend less time navigating internal processes and more time interacting directly with guests, employees, and day-to-day operations.

This hands-on approach can create stronger visibility, faster problem-solving, and closer connections with both teams and customers.

Participants argued that some of the most successful hotel leaders are those who remain highly visible within their properties rather than becoming consumed by meetings, reports, and administrative processes.

In many cases, smaller organisations naturally encourage this style of leadership.

It’s Not About Being Bigger
The discussion ultimately concluded that success is not determined by size alone. Large brands bring scale, resources, recognition, and loyalty.

Independent hotels bring agility, authenticity, entrepreneurial thinking, and the ability to adapt quickly.

Neither model is inherently better.

Instead, the most successful organisations are those that understand their strengths and build strategies around them.

For independent hotels, the opportunity is not to compete by becoming a smaller version of a global brand.

It is to embrace the qualities that make them different.

The Independent Advantage
As technology becomes more accessible, distribution channels continue to evolve, and travellers increasingly seek authentic experiences, the future may be brighter for independent hotels than many assume.

The challenge is not competing with larger brands on their terms.

The challenge is leveraging the speed, personality, and flexibility that only independent hotels can offer.

Sometimes being smaller is exactly what makes you stronger.

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This article is drawn from a roundtable discussion at HSMAI APAC Commercial Strategy Conference 2026 on 15-May at Marina Bay Sands, Singapore.