When guests avoid a shared hotel facility, low usage can look like lack of demand. It may instead reflect opening hours, location, unclear rules, privacy, access, temperature, cleanliness or a mismatch between the space and the activities guests want to do. Before closing or refurbishing it, gather evidence about what is getting in the way. For the wider operating context, see hotel owners; hotel operations; the Feathers Hospitality approach.
A clear process helps teams confirm information and follow through. The Feathers Hospitality approach liga a análise à operação.
Key points
- Combine anonymous usage data with practical guest feedback.
- Inspect the route, opening hours and operation during real use.
- Test a small adjustment before committing to a major conversion.
Measure use in a way that answers a question
Choose a clear period and count entries or bookings without identifying individual guests unless there is a defined need. Record opening hours and any closures so an empty hour is not mistaken for a full day of low demand. Compare weekdays, weekends and seasons only when the property has enough observations.
Use a staff log, booking data or a simple anonymous count suited to the facility. Explain limitations, such as an unrecorded entry route or shared access. A sensor may show movement but not why a person came or whether the facility met their need.
Ask why guests do not use it
Offer a short optional question at a relevant moment: did the guest know the facility existed, could they find it, and did its hours and purpose suit their stay? Give a way to say “not relevant” and avoid leading questions that suggest a preferred answer. Staff observations can add context but should not substitute for guest feedback.
Look for patterns in service requests, online comments and questions at reception. One complaint does not establish a universal barrier. Group feedback by issue and check whether it comes from a specific time, guest segment or part of the journey.
Inspect the approach and the space itself
Walk the route from the guest room or entrance at the times the facility is open. Check signs, doors, lighting, privacy, furniture, noise, temperature, cleanliness and whether the way in is obvious. Consider accessibility and whether the route remains usable when deliveries or events are taking place.
Observe how the space is set up during actual operation, not only during a planned inspection. A room may appear ready but have stored equipment, unclear rules or no staff member who can answer a question. Record the location and time of each issue.
Check whether the offer matches a real need
Clarify what the facility is for and who it serves. A lounge, work area or wellness room can have several purposes, but combining them may create conflicts around noise, privacy or equipment. Ask which functions are most important and whether the current space can support them at the same time.
Compare the intended use with bookings and guest schedules. A facility that is busy for a short period may still require a different booking or staffing plan. Avoid adding expensive equipment before confirming that the barrier is not basic information or access.
Test a small change before investing heavily
Change one factor at a time, such as signs, hours, furniture layout or a simple reservation rule. Record the baseline and trial dates, and tell staff what has changed. A small test makes it easier to understand which adjustment affected use, although it cannot remove every seasonal or demand effect.
Set a review point and a clear measure, such as bookings, visits, repeat questions or guest feedback. If use remains low, check whether the change was visible and consistently delivered before concluding that the facility has no value.
Decide whether to retain, adapt or repurpose
Compare guest value, operating cost, staffing, maintenance and space alternatives. Consider whether the area supports a service that is important even if it is not used constantly. A facility may also serve as contingency capacity or support accessibility; low entry counts alone do not capture that value.
Document the decision and its assumptions. If repurposing the area, review building, safety and accessibility requirements before work begins and update guest information. Reassess after the new use has operated for a representative period.
Frequently asked questions
Should a hotel close a facility with low visitor numbers?
Not on the count alone. Consider its purpose, operating cost, accessibility role, guest feedback and alternatives before deciding.
Can staff ask guests why they did not use a facility?
Yes, as an optional and neutral question at a suitable moment. Avoid pressure or collecting personal details that the hotel does not need.