White Label Management Explained: A Q&A With 1834 Hotels
Owners or investors in the hospitality industry interested in outsourcing their management want to understand how a partner can enhance their existing operation. This Q&A addresses their most common queries and illustrates how 1834 Hotels works alongside owners to drive performance.
Understanding our Management Model
1834 Hotels is Australia’s leading white-label hotel management company. With a portfolio of more than 60 properties across Australia and the Pacific, we operate as an extension of each hotel’s team, managing everything from operations to profitability without imposing a brand.
Whether it’s an independent property, a franchised asset or a multi-site portfolio, we bring the systems, expertise and national buying power that help hotels perform at their best.
And our work spans full operational management; sales and marketing, distribution, revenue strategy, finance, procurement, payroll, risk and compliance, supported by partnerships across global platforms.
But what does this actually mean for your property, and how do we work behind the scenes to deliver performance and protect asset value?
To make this clearer, we’ve put together a Q&A that answers some of the most common questions owners ask when considering a management partnership.
Let’s take a closer look.
What is white-label hotel management, and why is it beneficial?
White-label hotel management is a simple idea that solves a very real problem for owners.
In summary, it means the hotel keeps its own identity on the front, while an experienced operator quietly takes care of everything behind the scenes. Instead of rebranding the property, a hotel management company, like 1834 Hotels, works under the owner’s name (or a global brand they choose) and steps in through a Hotel Management Agreement to handle the day-to-day.
Included in this agreement is; forecasting, staffing, compliance, financials, sales, marketing and the many moving parts that keep a hotel running well.
For owners, white-label management therefore takes weight off their shoulders without asking them to give up control. They keep their brand and their vision, while we bring the systems, structure and expertise that protect profitability and efficiency.
Is this a popular management model in Australia?
In the US and the UK, white-label management is a well established model. Australia, by contrast, has seen slower adoption with the number of white-label managed properties sitting at around eight percent.
However, as owners prioritise control and profitability, interest in the model is growing very quickly, reflected in our growth over the last five years. More recently, owners have started moving away from traditional, brand-aligned arrangements and are looking for partnerships that deliver flexibility, tailored support and stronger profitability without giving up control of their brand.
How does 1834 Hotels work?
We’re Australia’s largest white-label operator, managing over 60 regional and CBD properties. Our team brings hands-on experience and national-scale support and data-driven decision making to your hotel.
Our management solutions are unique, in that we customise each partnership and cater to the requirements of each property. No two properties are the same, so we focus on tailoring our approach so the management support always matches the asset and the owner’s goals.
Once we take over management of your property, we take care of everything; starting with a smooth and thorough handover including the setting up of new systems, training of staff, hiring of a general manager and more.
From here, we cover everything; from finance and tech to marketing and revenue. It’s as simple as that!
How does 1834 Hotels manage both branded and independent hotels?
Our white-label management model helps to keep things flexible. Properties can continue operating independently or align with a franchise or brand partner, whatever suits the asset best.
For hotels operating under global brands like Accor, Choice, Marriott, Best Western, Hilton, IHG or Wyndham, 1834 Hotels becomes the operational engine behind the franchise. We run the day-to-day management, meet every brand standard and make full use of the franchise’s loyalty programs, distribution networks and sales channels to drive results.
Meanwhile, independent properties are also well catered to. 1834 Hotels first built its systems through managing independent properties, proving that strong performance doesn’t depend on a global brand. We continue to deliver results for independent hotels through full-service management, marketing and brand development.
What digital strategies help your properties stand out?
It’s no secret that today’s travellers rely heavily on online reviews, search engines, and engaging digital content.
Our approach is data driven, informed by advanced SEO, targeted marketing, and proactive reputation management that keeps each property visible and easy to discover. We focus on producing high quality, consistent content across every digital channel. Online reviews are monitored and managed with care, and we help hotels stand out in a crowded market while driving stronger direct bookings.
And our work extends beyond individual properties. We are actively involved with regional destination marketing platforms that promote local travel experiences.
With our own destination marketing platform, we integrate our hotels into the wider destination SEO and content ecosystem. In other words, we boost organic traffic for both the region and the hotels within it, creating stronger visibility and more direct bookings.
Learn more about our sales and marketing strategies.
How are you using technology to enhance both the guest journey and operational efficiency?
Technology is reshaping the way guests experience hotels, influencing everything from arrival to departure. With travellers now expecting intuitive, mobile-first interactions, operators are investing in systems that streamline operations while creating more personalised and frictionless stays.
At 1834 Hotels, this has meant adopting digital tools that make communication easier and ensure greater operational accuracy, not to replace staff but to empower them so they can focus on delivering genuine hospitality.
Our own technology upgrades reflect this shift. We’ve refined the entire digital guest journey with mobile check-in, smart room access and automated messaging that keeps guests informed and supported throughout their stay. These improvements reduce pressure on staff and remove common friction points for guests, consistently lifting satisfaction scores.
Behind the scenes, real-time housekeeping systems and predictive maintenance tools ensure rooms are prepared more efficiently and potential issues are resolved before they impact the stay. Together, these investments enhance both guest experience and operational performance, setting a new standard for how hotels can blend technology with hospitality.
How do you approach revenue optimisation, particularly in markets with strong seasonal fluctuations?
Optimising revenue begins with understanding demand patterns and forecasting accurately. By using data to anticipate peaks and adjust rates dynamically, we ensure each property is positioned effectively within its local market. For us, it’s never just about raising prices, it’s about knowing when to hold, when to open additional channels, and how to align pricing with real-time demand.
Seasonal fluctuations make this even more important, particularly in regional markets where volatility can be significant. Planning ahead allows us to smooth out these cycles through seasonal packages, partnerships with local attractions, and targeted marketing campaigns that stimulate demand at the right moments.
Properties that embrace regional events and tourism rhythms consistently perform more strongly, and this strategic approach helps deliver stable results throughout the year.
Learn more about revenue management here.
What cost-saving opportunities are most frequently underestimated by hotel owners?
Cost-saving opportunities are often far closer and more practical than owners realise. The biggest gains typically come from improving labour efficiency, strengthening procurement processes, and tightening energy management. Simple measures, such as smarter rostering or coordinated bulk purchasing with our group’s suppliers, can create meaningful reductions in operating costs.
These aren’t dramatic changes, but small, deliberate adjustments made consistently over time can have a substantial impact on a property’s financial performance.
How do you support sustainability?
Sustainability is now a core expectation, and as well as being very important for our planet, it delivers clear benefits for both guests and owners.
We focus on practical initiatives like energy-efficient systems, smarter waste management and sourcing from sustainable suppliers. These changes reduce operating costs, strengthen a property’s environmental performance and align the hotel with what today’s travellers value most.
How do you focus on the guest in a world of increasing personalisation?
Guest-centric experiences start with listening. We gather feedback across every touchpoint, from pre-arrival communication to post-stay reviews, and use that insight to pinpoint what guests value and where improvements can be made.
This informs everything from personalised welcome messaging to curated local recommendations that help guests make the most of their stay. We focus on removing friction, anticipating needs and creating small moments of connection that make guests feel genuinely understood.
What’s next for the industry, and how is 1834 Hotels preparing for the future?
The industry is moving toward greater automation, higher guest expectations and a sustained demand for quality experiences. Operators who invest early in technology, talent and strategic positioning will be best placed to lead the next cycle of growth, and that’s where our focus lies.
Looking ahead, our strategy centres on sustainable growth, strengthening regional networks and expanding our presence in key markets across Australia and New Zealand.
Continued investment in technology, operational excellence and partner relationships will guide this next phase, ensuring we’re positioned to meet the evolving needs of both guests and owners.
Our advice to hotels considering a new form of management
Outsourcing doesn’t mean giving up control, it means gaining the expertise and structure that independent hoteliers often struggle to build on their own.
Many owners carry the full weight of revenue management, labour planning, procurement, marketing and compliance without the systems or support that larger operators have access to. A management partner like 1834 Hotels brings the data, national buying power, proven processes and specialist teams that immediately strengthen performance and reduce pressure on owners.
It’s not about replacing the owner’s vision, it’s about giving that vision the operational and commercial foundation it needs to succeed.
The strongest outcomes always come when owners see outsourcing as a strategic partnership rather than a cost, because that’s when we can work together to protect the asset, grow revenue and unlock the property’s full potential.
