With larger chains beginning to take a grip of the sector with the emergence of so-called lifestyle brands, how can independent boutiques stand out in an increasingly crowded segment?

　　‘Non-standard’, ‘trendy’ and ‘unique’. Just three of the words used to describe a boutique hotel at last week"s Boutique Hotel Summit in London. But with larger chains beginning to take a grip of the sector with the emergence of so-called lifestyle brands, how can independent boutiques stand out in an increasingly crowded segment?

　　During one of the discussions at the Summit, which took place at the five-star Montcalm hotel, a video was played; members of the public were asked to define exactly what they thought a ‘boutique hotel’ was, and to name the last boutique property they stayed in.

　　All were pretty consistent about what a boutique hotel was, but when asked to name the last hotel they’d stayed in, not one member of the public could remember.

　　So it’s all very well being an independent boutique hotel operator that provides a ‘unique’ experience, but clearly something more is needed to ensure your brand is going to be remembered against the big players such as Starwood Hotels & Resorts" W Hotels or the expanding Hotel Indigo brand from IHG.

　　Another session at the Boutique Hotel Summit saw a panel of the Boutique and lifestyle sector "s leading players discussing the future of the industry and identifying the keys to success for independent operators.

　　1) Provide an emotional touch

　　Niki Leondakis, chief executive of Commune Hotels & Resorts – which owns Belgraves under it’s Thompson Hotels brand - said: “What it all boils down to is how people feel.

　　“You have to understand the values and lifestyles of your target customer and how you reach them emotionally. They’re making that decision to buy from an emotional place. They might intellectualise why they like the food and beverage or the design or other aspects but, at the end of the day, why they return is an emotional decision.

　　“You need to appeal to a customer’s needs – this may an aspirational need or a simple sense of belonging with the personal interaction with staff – it just all boils down to how that hotel makes that customer feel.”

　　Gerard Greene, chief executive of the New York-based hotel concept Yotel, added: “Competing with the larger chains can be tough but all the way along the way along the chain – from the consumer, to the management team, to the developer – everybody involved in the process has to have an emotional contact with the brand.

　　“If you have that emotional contact then the project will succeed.”

　　2) Encourage repeat custom

　　Robin Sheppard, chairman of the UK -based hotel management company in Bespoke Hotels, said: "You have to have a touch point with the customer, You have to connect."

　　"This can be in the form of a personal card of welcome, or by using the points system or some form of technology which gauges exactly who they are.

　　"You can "t just allow a customer to come in and not leave a footprint or engage with them."

　　3) Create a social space

　　The moderator of The panel discussion, HVS London "s chairman Russell Kett, said: "The bedroom used to be The focal point of every hotel. Now it" s not ---the public space is much more important.