In an era when consolidation dominates the travel industry, Omni Hotels & Resorts stands apart. The company embraces a different philosophy: prioritize hospitality and quality over sheer scale. As Peter Strebel, Omni’s chief marketing officer, puts it, “We’re in the business of hospitality, not size.”
Founded in 1958 by the Dunfey family, the company has evolved through several ownership changes. Aer Lingus acquired it in 1976. In 1983 Dunfey Hotels Corp. purchased Omni International Hotels and adopted the Omni Hotels name. The brand changed hands again in 1988 before returning to sole ownership in 1996, when Robert Rowling’s TRT Holdings acquired Omni Hotels (excluding Asia Pacific).
Under TRT Holdings, Omni streamlined its portfolio, selling underperforming properties and ending franchise and third-party management agreements. With significant investment, the company focused on building a collection of distinctive, high-quality hotels through strategic acquisitions, rebranding and new development.
“It’s a different operating model,” Strebel explains. “We control the messaging, the service and the asset. That equates to a better hotel experience.” That approach has paid off: J.D. Power and Associates has ranked Omni “Highest in Guest Satisfaction Among Upscale Hotel Chains” multiple times, most recently in 2015.
Omni’s core guests fall into two main groups: roughly 40 percent are high-earning boomers aged 51 to 65, and about 25 percent are millennials aged 25 to 35. Staying relevant to these audiences means focusing on experiential travel. “Today’s guests want to enjoy new experiences, discover local culture and learn when they travel,” Strebel says.
Omni brings local culture into its hotels in tangible ways. At Omni Nashville Hotel, guests can sip coffee roasted in the hotel lobby and dine at Kitchen Notes, where menu items draw on a local Junior League cookbook and include three different biscuits offered daily. The hotel also houses the historic Hatch Show Print, one of the nation’s few remaining wood block print shops, where guests can watch posters being printed and purchase from a selection of more than 100 designs.
Local flavor extends beyond design. “Food and beverage is what sets us apart,” Strebel notes. Omni avoids third-party leases and invests heavily in culinary operations even when margins are slimmer. The company favors fresh, handcrafted food—pastry chefs and in-house butchers are standard—and avoids processed ingredients.
Omni chefs travel internationally each year to learn new cooking techniques, menu trends and wine pairings; past destinations have included Chile, Spain and Germany. Signature restaurants such as Noé in Houston and Los Angeles have earned international recognition, while properties like 676 in Chicago and Texas Spice in Dallas offer unique culinary experiences for both guests and locals.
Independent ownership also gives Omni flexibility in renovation planning. The company calls many of its updates “re-imaginations.” Projects under way include a major reconfiguration at Omni Barton Creek Resort & Spa in Austin with a new spa and additional rooms, a comprehensive refresh at the centrally located yet dated Omni Charlotte Hotel, and a large expansion at Omni Orlando at ChampionsGate that will add a wave pool, enlarge the main pool, create 100 more guestrooms, expand meeting space by 40,000 square feet and add another restaurant.
Omni Nashville Hotel, Kitchen Notes restaurant © OMNI HOTELS
That autonomy extends to employees at every level through what Omni calls the “Power of One.” Staff are empowered to make quick decisions that enhance a guest’s stay. One front desk clerk at Omni Nashville explained that she can authorize small gestures—like sending a cake to a guest’s room for a birthday—without multiple approvals, creating more personalized and immediate service.
Strebel recounts a swift example of corporate support for a grassroots idea. In June 2016, he proposed “Say Goodnight to Hunger,” an initiative in which Omni donates a meal to a family of four in the local community for every booking made directly on OmniHotels.com. The program, which partners Omni hotels with local food banks and encourages employee volunteering, went from concept to ownership approval within days.
Omni’s Select Guest loyalty program is designed to deliver more than free nights. A detailed enrollment questionnaire helps the brand learn member preferences. From the moment of enrollment, members enjoy perks like a daily morning beverage (coffee, tea, juice or soda) delivered to the room, complimentary clothes pressing, shoe shining and WiFi—benefits available across membership tiers.
Several new properties are in development. Anchored by the Dallas Cowboys World Headquarters and The Ford Center, Omni Frisco Hotel in North Dallas—positioned within a major sports and entertainment district—was slated to open in May 2017. The 300-room hotel demonstrates Omni’s strategy of anchoring multipurpose sports and entertainment developments. Other properties, such as Omni San Diego (connected to Petco Park) and Omni Atlanta Hotel at CNN Center (linked to the College Football Hall of Fame and Museum), follow a similar model.
Omni Atlanta Northwest Hotel at The Battery in North Atlanta, scheduled for December 2017, will offer around 260 guestrooms across 16 floors with an elevated pool deck and bar overlooking SunTrust Park. The Omni Louisville Hotel, targeting a May 2018 opening, plans to celebrate local bourbon culture with in-room old-fashioned liquor cabinets and bourbon tastings, potentially hosted in a speakeasy featuring a bowling alley.
Strebel says Omni expands selectively: “We grow where it makes sense,” focusing on convention hotels and resort opportunities. The company is exploring projects in cities such as Seattle, Charlotte, Phoenix and Oklahoma City to increase convention inventory while also pursuing new resort developments.
With a portfolio of about 60 properties, Omni’s size has advantages and constraints. “We can’t have a hotel that appeals to everyone, but we know our audience and can appeal to them,” Strebel acknowledges. Competing directly with the largest chains in every market would be difficult, and Omni intentionally avoids a one-size-fits-all approach.
“That’s fine for a mass audience that wants the same carpet and the same coffee at every property,” he says. “With Omni, you experience something different, something richer. When you walk into an Omni you know the difference. We still have doormen who aren’t scripted. We still build personal relationships with guests. We still believe in the art of hospitality.”
OMNI HOTELS & RESORTS
Demographic: Guests value personalized service and authentic local experiences. The brand’s core customers include high-earning boomers (ages 51 to 65) and a sizable millennial segment (ages 25 to 35).
Offerings: Omni operates roughly 60 hotels across the United States, Canada and Mexico, totaling about 21,000 rooms in major business and leisure destinations. Each property features multiple culinary venues that are often among the best in their markets.
Highlight: Notable properties include the Omni Shoreham Hotel in Washington, D.C., a city oasis set on 11 acres of lawns and gardens; the historic Omni Parker House in Boston on the Freedom Trail; the recently renovated Omni William Penn in Pittsburgh; The Omni Homestead Resort in Hot Springs, Virginia; and The Omni King Edward Hotel in Toronto, a restored early-20th-century landmark reimagined for modern luxury.