The Clarence Gardens Hotel, BW Signature Collection by Best Western joined BWH Hotels in March 2025. We sat down with Robert Dean, CEO, to explore how the partnership has impacted visibility, operations, and long-term growth.
Q: What were your expectations going into the partnership, and how have they been met or exceeded so far?
We anticipated greater brand visibility in Scarborough’s competitive market, access to robust marketing resources, and operational support to enhance our efficiency as an independent hotel. Those expectations have been more than met. The BW Signature branding has significantly increased guest inquiries, and centralised marketing has driven more direct bookings than we could have achieved on our own.
Q: Have you noticed any improvements in operational efficiency since becoming part of BWH Hotels?
Absolutely. The centralised reservation system has reduced booking errors by around 30%, which has been a game-changer. It’s also freed up our team from time-consuming admin tasks. On top of that, BWH’s procurement program has helped us save about 15% on essentials like linens and toiletries—allowing us to reinvest in guest experience.
Q: What support from BWH has been most valuable to you so far?
Marketing and revenue management stand out. Their digital campaigns have showcased our seafront location and family-friendly amenities beautifully. The revenue tools let us adjust pricing dynamically, which has improved profitability. Plus, staff training on BWH service standards has helped us deliver a consistently high-quality experience.
Q: Can you share any data or trends that show growth in revenue or occupancy since the partnership began?
Yes, and the numbers speak for themselves. Since March 2025, our occupancy during peak summer months has risen from 72% to 85%—an 18% increase. Revenue per available room (RevPAR) is up 22%, driven by a 12% rise in average daily rates and stronger occupancy. We’re heading into the off-season with real momentum.
Q: Have you benefited from BWH’s loyalty program or corporate partnerships in terms of guest acquisition?
Definitely. The Best Western Rewards program has contributed to about 25% of our new bookings in the last quarter. Many guests found us through the app and website. Corporate partnerships have also boosted mid-week bookings by 15%, especially from business travellers in finance and tech—helping us diversify beyond seasonal tourism.
Q: Are there any tools or platforms provided by BWH that you’ve found particularly useful?
The Central Reservations System (CRS) has been a standout. It’s helped drive both member award bookings and direct bookings, reducing our reliance on third-party platforms. Booking errors are down, and guest satisfaction is up. It’s a win-win.
Final Thoughts
Joining BWH Hotels has been a strategic move that’s paid off across the board—from visibility and bookings to operational efficiency and guest satisfaction. It’s a partnership that respects our independence while giving us the tools to grow sustainably.
