International hotel groups bring scale, brand recognition, and loyalty ecosystems that independents can rarely match. But at Cloudbeds' Ambition conference in Bangkok, a panel of independent hoteliers argued that smaller operators don't need to fight that battle on the same terms. Instead, they can win by staying close to their guests, knowing their destination intimately, and using technology to run leaner and smarter.
The session, titled “Independent and in Control,” brought together Eric Conger, CEO and founder of Pacific Club Resort and Bolder Business Associates; Shruti Ugalmugale, director of business development at Vayudoot Group; Supakorn Chairongsri, co-founder of Zuwala Hotel in Bangsaen; and Mind Tintabootr, senior business development manager for partnerships at Cloudbeds. Their collective message: independence is not a disadvantage to overcome but a strategic asset to exploit.
Winning guests before they arrive
For Supakorn, the revenue battle begins long before check-in. Social media has become part of the traveller's decision-making process. “People look at social media first,” he said, noting that a hotel's digital presence often determines whether it even enters a potential guest's consideration set. That makes a photogenic, content-driven approach more than a branding exercise—it's a direct route to visibility.
This marks a shift from traditional advertising. Supakorn recalled when his hotel would spend heavily on ads without knowing exactly who they reached. Today, the focus is sharper: Who is the audience, and what do they want to know? For independents trying to build a distinctive identity, that clarity is essential.
He also spoke about scaling across Thailand's Eastern region without losing authenticity. “Authenticity matters and operators need to understand the city, the destination and the character of the market,” he said. Copy-pasting a successful concept from one location to another rarely works; each property must reflect its own context.
Turning guest feedback into business intelligence
Eric Conger's team at Pacific Club Resort in Karon, Phuket, treats reviews as a strategic resource. They pay close attention to feedback from satisfied guests while also mining comments for improvement opportunities. “When the guest experience is good, everything else is good,” Conger said, linking satisfaction directly to revenue performance.
But guest happiness alone doesn't secure profitability. For smaller properties, operational details like inventory management and fragmentation can have outsized impact. Conger noted that independents need practical ways to make better use of existing inventory—an area where technology can reduce fragmentation and give owners more control.
Automating the work behind the revenue
Shruti Ugalmugale, who brings a software engineering background to her role at Vayudoot Group, sees automation as a key lever. Her properties have adopted Cloudbeds' payment reconciliation, cutting the time accounting teams spend on manual payment matching. She also highlighted the use of the Canary Guest Platform and other tools across the portfolio.
“Technology needs to be supported by accurate and standardised processes,” she said, especially when it touches financial operations. Automation isn't about replacing human judgment—it's about freeing staff to focus on guests and strategy.
The panel's broader point: independents shouldn't try to outspend the big brands. Instead, they should double down on what makes them different—agility, local knowledge, and direct relationships. Technology, when deployed well, amplifies those strengths.
For travel professionals watching this space, the takeaway is clear. As distribution partnerships for independents expand across APAC, and as Chinese hotel brands climb global rankings, the independent segment is finding its own footing. The goal isn't just to fill rooms—it's to build a resilient, authentic business that can adapt quickly to market shifts. That, the panel suggested, is what true independence—and control—looks like in today's hotel landscape.
