SAVANNAH, GA— Days Inn Worldwide is looking to raise the bar on its quality standards in an effort to provide a consistent, quality experience on a global basis, helping to build a stronger foundation to support additional growth for this year and beyond. That was the message delivered this morning by Brand President Joe Kane to more than 1,700 attendees at the Cendant Corp. chain’s bi-annual meeting held here at the Savannah International Trade & Convention Center on Hutchinson Island, in the state where the brand was launched 33 years ago by Cecil B. Day. The conference, the first since the events of Sept. 11, kicked off with a patriotic flourish set to song which helped reinforce the event’s working theme: “Right Here, Right Now, Right Where I Want To Be,” which had its own song to stir the audience. Kane gave attendees a snapshot of the economy brand’s progress, noting while Days Inn has improved, the entire segment has also improved. “Days Inn has not surpassed that line,” said Kane. “As the world’s largest economy brand we need to make sure we always exceed the economy segment.” Recognizing the greatest challenge for the brand has been consistency— or lack of it— Kane said Days Inn is implementing tighter controls on standards, which also will be raised to reflect areas that comprise the guest experience, notably continental breakfast, landscaping and curb appeal. “The solution is quite simple: a great guest experience time after time, days after days,” said Kane. “Not every once in a while, every time; not at every few Days Inns but at every Days Inn.” And not next year, either. Effective this month, Days Inn will now give owners a minimum two-day advance notice before conducting one of three annual quality assurance inspections so they can be on-premises when brand representatives arrive. Previously, all inspections were unannounced. “There’s always risk,” said Kane. “People say they’ll clean up the property [beforehand]. So what? Who benefits from that? The guest does.” Kane cited service and product delivery as key areas of concentration for improved consistency. “I have a vision of where Days Inn should be,” he said. “And the vision is that we’re number one in market share in our segment. I see us outperforming the economy segment in every key performance criteria: satisfaction, value, service, occupancy, RevPAR. I see a systemwide average quality assurance score of 450 points, which means all our properties are of high quality because our highest score is 500. I see us having an absolute zero failure rate— no property will be failing. I see us giving the best return on investment in any franchise business in the lodging industry for our owners. And finally, I see us ranked number one in J.D. Power guest satisfaction.” To get there might take some doing, which Kane acknowledges. In fact, during his 7-year tenure as president he has dropped over 500 properties from the system, and of the wave of some 300 properties cited as needing to shape up in 90 days or ship out under Cendant Hotel Group Chairman/CEO Steve Rudnitsky’s “Project Restore,” Days Inn’s represented one-third of that number, said Kane. However, Kane is determined. “We’ve made great strides since Project Restore was announced in August. About 35% actually have cured their default and moved forward,” he told HOTEL BUSINESS®. As to the remaining 65%, Kane said some are still working out their revamps and others have been terminated. Kane would not disclose a specific number of terminations. He noted franchise development usually averages 125 hotels per year, but with terminations net growth hovers around 35 to 40 hotels per year. He expects to stay steady at 125 in 2003. “The key is getting them open at the right time with the right quality,” said Kane. While holding up quality assurance as important, Kane said, “what I’m really looking for is a consistent guest experience— high quality— because repeat business today is critical. You h
Joe Kane