Nationally-franchised brands and our development strategy:

Our business plan is somewhat long-range. What we share with you here is what we hope our company will ultimately look like, the sort of properties that will over time comprise our collections.

But its value to you is that, no matter what kind of hotel you have, if it's a viable property at all, it'll fit into an important and respectable part of one of our collections, to the mutual benefit of us both. Our mission and purpose is to maintain this level of flexibility.

  • An ideally-developed and operated hotel market, a city in which we operate hotels, will be anchored by one of our 'Legacy' collection hotels.

  • But because 400 people in a meeting room can indicate a demand for more than the 100-150 rooms that most of these properties will have, and because other types of rooms, or even properties, might work better with attendees at an event; the 'Legacy' Collection hotel will be supported by

    • one or more nearby mid-market properties (which may possibly include an all-suite, extended-stay property for those who need more space, although we no longer seek those out for acquisition or development), and

    • subject to local demand, an upscale, select service property, and/or

    • one or more economy-tier properties

    each with its own brand or franchise affiliation and revenue stream.

  • A franchised Class A mid-market property or a Salem Inn might be more appropriate to a city, market, or section of town where there is limited or no demand for meeting or banquet space.

And if you don't have a property that'll fit very nicely somewhere in our business plan, it's quite okay . . . we'll be truly honored to build you one!

'Big-box' and 'small-box' properties:

All trademarks are the property of their respective owners.

We have, time and again over the years, noticed a dearth of inexpensive hotel meeting and banquet space, and there has to be an opportunity in that. Back in the day, every Holiday Inn and Ramada Inn had some, but all of these older properties have aged out and have been replaced by properties that offer, at most, five hundred square feet and have no food.

So, we went to work on a way to provide meeting space without taking on the investment, overhead, and exposure of a kitchen and bar operation.

Meeting and banquet space - and our resolve to market it successfully - is abundant in these planned properties. But rather than a food and beverage operation that adds to the overhead, there will be one or two catering kitchens. An event planner who wishes to use our facility for a banquet will be handed a list of area caterers, and can have any kind of food for her event that she wants.

Among our first entries inside this model won't be new construction: they'll be existing, full-service hotels adapted for use inside this business model, with most of their food and beverage facilities (and overhead) removed, and the space formerly occupied by them reallocated to produce additional meeting facilities, or revenue-producing or support space. (Why?)

A Red Lion Hotel is currently under development in Matthews (Charlotte), N. C.

Class A mid-market properties:

All trademarks are the property of their respective owners.

Most hotel guests stay most nights in mid-market, select service properties, without meeting and convention space beyond one or two boardrooms or not-much-larger meeting rooms. Hampton Inns and Holiday Inn Express are the strongest brands in the class (and have the highest investment and the most stringent requirements), but we focus on having our local marketing done at a level where we can compete with them effectively and not be so reliant upon referrals from the brand.

With the exception of hotel companies who specialize in a niche product - e.g., Four Seasons for luxury, Gaylord for mammoth hotels with lots of meeting and conference space, Value Place for inexpensive all-suite properties where you can only rent for a week or more - mid-market, select service properties like this will form the backbone of any hotel chain or management organization.

Sometimes, a mortgage lender requires a franchise for a hotel project or acquisition (which is about the only reason, these days, to bother with any franchise). Sometimes, hotels supported by a strong organization such as Holiday Inn or Choice Hotels, show up as missing. Or sometimes, we might take a property under management, but it will have some years remaining on the franchise agreement, and that franchise affiliation is the best that that particular property can do for the foreseeable future.

We have the flexibility to pursue, or to accommodate, any one of several options, and penetrate nearly any market.

Class B-1 mid-market properties:

All trademarks are the property of their respective owners.

Choice Hotels' Sleep Inn brand, and Microtel by Wyndham, are two brands that require purpose-built construction, but this can be done at a lower cost than with Class A brands. Operating overhead is slightly lower as well.

There are some, but not that many, good places to build them. But if you have one already, or have the opportunity to buy one, they tend to be undervalued, undermanaged and underperforming -- and we'd welcome the opportunity to fix that for you.

Class B mid-market properties:

All trademarks are the property of their respective owners.

Properties in this class present a challenge because there frequently aren't very good franchise options for them. But we can have a little fun with the challenge.

At the Class B level, it's all about compromise. These properties - usually acquired properties that still have some life left in them, or properties taken under managemnt - tend to be slightly older, generally five to ten years old or more; and you can frequently buy them for less than five million dollars. They operate on a business model where rates, and customer expectations add up to a product that is "mid-market" - more than cheap, economy lodging - but has more flexibility than a Class A mid-market model, both on quality standards and pricing. Most franchise organization requirements are not as stringent.

We have no affiliation with Red Lion Hotels and do not receive any consideration from the sale of their franchises, but we particularly like the Red Lion brand because it is flexible enough to accept many of these properties as franchisees, provided the owner is willing to upgrade them to Class A standards. Thereafter, a Red Lion Inn and Suites can compete against a Hampton Inn or Holiday Inn Express at least as effectively as a LaQuinta or a Comfort Suites. An older, aging property thus finds redemption and has had a few more years added to its life expectancy.

For a somewhat more modest investment, Red Lion's GuestHouse Inns brand was created specifically to support this kind of property.

Such a property can operate at lower cost, and be profitable at a lower rate, if it must. Or, if it is located in a market where it is not forced to compete too much on price, and is ongoingly upgraded and marketed successfully, it can give the nearby Hampton Inn, Holiday Inn Express, and Fairfield Inn by Marriott a run for their money competitively, charging very close to the same rate.

  • Acquired properties may be re-developed to operate inside this model.

Economy-tier properties:

All trademarks are the property of their respective owners.

Here again, properties in this class can be challenging because the number of good franchise options for them is limited. But because the overhead on them can be kept low (within reason), they can be very profitable for the investment incurred.

What we call 'within reason': we are careful to keep these properties up and not allow housekeeping and maintenance to slip. This eats into profitability (and cash flow, in markets where we can't get close to sixty dollars a night for the rooms), but your property can only be allowed to deteriorate so much for so long and remain functional as a hotel. Meanwhile, the nasty reviews your property would get on TripAdvisor do very unkind things to the maximum rate you can ask for your rooms; so your profitability will still be reduced over time.



Sanitary Fish Market and Restaurant, Morehead City, N. C.

We're also very stringent about security: the other most common grievance that the traveling public has with economy properties is the presence of undesirables, and bad behavior by other guests. We do source-of-business tracking just the same as we do for our more upscale properties, we expect and require that our managers know how to market a property properly; and managers of properties where residents of the surrounding area make up too high a percentage of the hotel's business, risk an invitation to leave our company for the purpose of seeking a more appropriate career opportunity.

Our experience over the years is that an economy property that addresses and takes care of those two things can actually capture business from nearby mid-market properties, and command a higher rate. When that starts to happen, you do achieve your best profitability, and that profitability is much more sustainable over time.

  • Acquired properties may be re-developed to operate inside this model.



Our own developed brands:

Frankly, we've quit believing in hotel franchising. Franchising is not a bad thing, necessarily. Netiher is Santa Claus, but we stopped believing in him as we matured, too. But we've been let down too many times by hotel franchising. If that's the best they can do . . . we can probably do better. Even if we can't, at least we can save the 8-12% of our revenue that would be consumed by fees, royalties and costs.

Beechmont will develop our own brands and over time, attain status as a self-sufficient chain operating under its own brands.

  • At both the mid-market and economy tiers, product consistency in any franchise organization is a problem: at many Quality Inns, Ramada Inns, Super 8's or Econo Lodges, you never know what you're checking in to.

  • It is often possible to do just as well operating a respectable, regional chain where your product is consistent, immaculate, and in demand; as it is to operate properties under the umbrella of an economy-tier franchise.

Operating mid-market tier properties under our own brand also opens up several opportunities.

  • We can acquire serviceable, older properties and renovate them, even if they don't quite conform in some way to standards of Best Western or those of any franchise organization.

  • We can develop room types and service models that are often challenged, if permitted at all, under most franchise organization rules.

  • And even as we do those two things, we can achieve that product consistency that often shows up as missing in large Class B and economy chains; by developing and operating those properties in absolute, uncompromising integrity to our values.

We contemplate deploying our branded hotels a little differently than we plan to with our franchised hotels.

Salem Inns by Beechmont:

Our Class A, mid-market brand.

All trademarks are the property of their respective owners.

Salem Inns by Beechmont will feature:

  • Traditional, Moravian-themed decor.

  • An intransigent and impeccable 'No noticeable imperfections' quality and inspection standard.

  • At the same time, we operate on a low-cost model without being cheap or cheesy that allows us to offer rooms at a rate of $75.00 per night, where we must because of market conditions.

  • A pricing model that automatically rewards extended stays -- a nightly Best Available Rate, a discounted rate (about 12%) for a stay of three to four nights committed in advance, and an even lower discounted rate (18% or more) for a stay of seven days or more. A Salem Inn will be the one place to stay when you're staying more than one night.

  • Complimentary continental breakfast every morning from 6:00am to 11:30am - one half hour after check-out time - featuring our signature, fresh-baked muffins.

  • Memory-foam mattresses on every bed, in every room.

  • Keurig coffeemaker and real coffee mugs in every room.

  • Decor that relies upon thoughtful touches rather than expensive furnishings or costly casework.
Salem Inns are the subject of a separate Brand Development Plan. Or, you can check us out on Pinterest

Salem Inns can also be developed in entry-level markets, small towns that do not currently have a hotel but have in recent years grown large enough to justify an attempt at one at a more modest investment.

  • Acquired properties may be re-developed to operate inside this model.
  • Properties managed by Beechmont Capital Management under contract with a client-owner may be re-developed to operate inside this model, subject to a long-term mutual commitment; without added compensation or royalty for the use of the name and marks other than standard management fees. Beechmont Hotels Corporation owns, and will retain and protect, the 'Salem Inns', 'Salem Inns by Beechmont' and 'Beechmont' trade names and associated marks: upon termination of the management agreement, the property would have to be re-flagged.

Calico Inns by Beechmont:

Our economy-tier brand.

Now, you can stop hating economy hotels!

Calico Inns by Beechmont will feature:

  • "The cheapest decent hotel in town."

    • How do we define 'the cheapest decent hotel in town'? We don't emphasize this in our advertising but, in any given city or town, it's the hotel on TripAdvisor with the lowest rate offered by any hotel in that town having a 'bubble score' of three and a half out of five or higher. Most Red Roof Inns (which offer nothing more by way of amenities than Calico Inns will), and even a well-run Motel 6, can score that well.

    =

    We're not going to try to compete on price with any voodoo hellhole bottom-feeder hotel whose TripAdvisor rating is lower than 3.5 out of 5: any hotel that doesn't score that well is doing pretty shabby. If we can't offer our cheaper rooms at that rate or lower and get a return on our investment in any given town; then we will not build, or buy and renovate, a Calico Inn in that town.

Other features of a Calico Inn by Beechmont will include:
  • A pricing model that automatically rewards extended stays -- a nightly Best Available Rate, a discounted rate (about 12%) for a stay of three to four nights committed in advance, and an even lower discounted rate (18% or more) for a stay of seven days or more. A Salem Inn will be the one place to stay when you're staying more than one night.

  • Complimentary morning coffee
  • Guest laundry
  • Fencing around entire perimeter of property.
  • Around-the-clock video monitoring of all common areas.
At least one-third of our rooms at every Calico Inn are set aside for guests staying more than one night. This is what you'll find in those rooms (as well as all suites, barrier-free rooms, and crew rooms):
  • Refrigerator and microwave.
  • 12-cup coffeemaker (a real coffeemaker, not one of those cheesy little 4-cup 'motel models').
  • Full-length mirror.
  • Iron and ironing board.
Some of our older, renovated properties will have a swimming pool.

Some of our properties will have truck parking available.

Both non-smoking and smoking rooms are available where permitted by law.

Calico Inns are the subject of a separate Brand Development Plan. Or, you can check us out on Pinterest

  • Acquired properties may be re-developed to operate inside this model.
  • Properties managed by Beechmont Capital Management under contract with a client-owner may be re-developed to operate inside this model, subject to a long-term mutual commitment; without added compensation or royalty for the use of the name and marks other than standard management fees. Beechmont Hotels Corporation owns, and will retain and protect, the 'Calico Inns', 'Calico Inns by Beechmont' and 'Beechmont' trade names and associated marks: upon termination of the management agreement, the property would have to be re-flagged.






Beechmont Hotels Corporation
6255 Towncenter Drive, suite 602
Winston-Salem, North Carolina 27012
(336) 529-5762

Reference is made in several places on this website to investment groups, corporations, limited partnerships, LLCs and similar entities in which we from time to time become involved at their formative stage, and with which we might subsequently contract the management of properties. These entities seek investment by private offering only. Nothing on this website should be construed as an offer to sell, or an invitation of an offer to buy, securities.

Beechmont is not a NASCAR sponsor. Race and crash photos are for illustration purposes only and were taken from public domain sources.

Not all hotels depicted in illustrations on this website are Beechmont-operated hotels.

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