Media Release Trilogy Hotels’ founders speak on the growth of Western Sydney

Exciting news for Western Sydney’s future and NSW tourism!

At Trilogy Hotels, we’re thrilled to see the Minns Government’s ambitious plans for NSW’s visitor economy, which align perfectly with our vision for Western Sydney’s development.

The government has just announced a bold new goal of $91 billion in annual visitor economy expenditure by 2035 – a 40% increase from the previous target. This growth is expected to create up to 150,000 new jobs, with $44 billion (48%) of the total spend projected for regional NSW.

Key points from the announcement that support our vision:
• The need for 40,000 extra hotel rooms across NSW, a 41% increase on current availability
• Focus on ‘experience tourism’ and celebrating First Nations culture
• Increased aviation capacity, including the Western Sydney International Airport opening in 2026

As we’ve been saying, Western Sydney is poised to become a major tourism destination and economic powerhouse. The government’s strategy reinforces our call for:
• Creating sustainable tourism attractions beyond the airport
• Developing a skilled hospitality workforce
• Encouraging government incentives for new tourism projects
• Reimagining Sydney’s tourism offering with Western Sydney at its heart

Trilogy’s vision aligns perfectly with the government’s strategy: “We need to extend the vision for Sydney beyond the harbour and reimagine Sydney’s tourism offering, including a built-for-purpose Western Sydney. This is the jewel in the crown.”

Let’s work together to make Western Sydney a compelling destination for visitors and a thriving hub for locals. With the government’s support and our industry’s efforts, we can truly build a “growth engine” not just for NSW, but for all of Australia.

Read more at HM Magazine, 4 October 2024: Trilogy calls for greater investment in Western Sydney to build ‘growth engine’ for Australia

And watch the story on Seven News via LinkedIn.

#AccommodationAustraliaNSW

In the dynamic world of our great hotel industry, two primary management models stand out: Branded Operator and Independent Management Company (IMC).

In the case of the Branded Operator, the branding company is also the management company, as exemplified by well-known names such as Hilton and Marriott. In this case, the hotel owner enters into an agreement with the Branded Operator, who conducts and supervises the day-to-day operations of the hotel and makes available its brand and distribution system.  In some cases, the brand company will, under a franchise agreement, provide only its brand and system, leaving management to the owner or an Independent Management Company.

Independent Management Companies, as the name suggests, manage the hotel on behalf of the owner and do not prescribe or even require a brand. However, if the owner wishes, the IMC can operate the hotel with the benefit of a brand and system under a franchise agreement. Initially prevalent among smaller hotels, this approach has evolved to include large-scale corporate and luxury hotel properties.

The surge in popularity of third-party/IMC agreements underscores owners’ increasing preference for flexibility and input into how their assets are operated. It has also shown that IMCs can yield higher profits, all while aligning seamlessly with brands as franchise partners and thus creating an ecosystem where everyone plays to their strengths.

Trilogy Hotels is an Independent Management Company. It is a privilege to apply our skills and experience for our current and future hotel partners.