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DEVELOPMENT: EXPANDED OFFERINGS
EXPANDED OFFERINGS
MIXED-USE AND DUAL-BRANDED HOTEL DEVELOPMENTS ARE HAVING A MOMENT.
ACCOR
As the hospitality landscape evolves, mixed-use and dual-branded hotel developments are emerging as powerful strategies to maximise investment returns, enhance guest experiences, and create vibrant urban hubs. At Accor, we see these models as key to unlocking value for owners, guests, and communities alike.
Mixed-use developments are at the forefront of this transformation. By seamlessly integrating hospitality with residential, retail, and commercial spaces, they generate diverse revenue streams, enhance urban liveability, and strengthen long-term resilience. Ennismore’s upcoming Mondrian Gold Coast at Burleigh Heads exemplifies this approach by blending hotel, branded residences, and lifestyle offerings to create an immersive destination for both locals and travellers.
Similarly, dual-branded hotels offer significant operational efficiencies while delivering distinct guest experiences. Shared infrastructure and back-of-house operations reduce costs, optimising profitability without compromising brand identity. Success in this space hinges on maintaining clear differentiation between brands while ensuring a seamless yet tailored guest journey. A great example is Novotel and ibis Styles Melbourne Airport, where two iconic brands cater to different traveller segments while benefiting from shared amenities and resources. Meanwhile, Auckland Airport’s Pullman, Novotel, and ibis budget hotels demonstrate how a multi-brand precinct can meet varied guest needs within a single, strategically positioned hub.
As demand for flexible, experience-driven spaces continues to grow, mixed-use and dual-branded developments will continue to shape the future of hospitality. By leveraging our diverse brand portfolio, strategic partnerships, and market intelligence, Accor will continue to lead in the space.
IHG HOTELS AND RESORTS
Mixed-use developments are reshaping Australia’s hospitality and real estate landscape, offering a compelling model that integrates hotel, commercial, residential and retail components into a single synergistic precinct. The increasing prevalence of these projects is underpinned by positive feasibility fundamentals – including leveraging multiple asset classes to deliver diversified revenue streams, stronger debt servicing capabilities, and increased planning support from both local councils and State governments alike.
IHG Hotels and Resorts is at the forefront of this trend, with several landmark projects currently under development across Australia. voco Gosford, opening in 2025, will anchor the transformative ‘Archibald’ urban precinct by leveraging our flexible upscale brand that lends itself to seamlessly blending hospitality, entertainment and retail in the heart of the Central Coast. In Brisbane, our ardently-followed Kimpton brand made headlines as the cornerstone hotel for the highly-anticipated ‘Teneriffe Banks’ lifestyle precinct – which will boast an abundance of riverfront residential, hospitality, retail and commercial amenity. In regional Victoria, our 200-key Crowne Plaza Geelong will impressively form a fully-integrated part of the Geelong Convention and Event Centre when it opens in 2026.
Each of these developments, including the 181-key Crowne Plaza Shell Cove Marina opening later this year, have allowed project stakeholders to collectively balance their risk profile and unlock valuable construction efficiencies whilst ultimately prioritising economic activation and placemaking creation through IHG’s powerful brands and sophisticated operational expertise.
As the boundaries between travel, living and lifestyle continue to blur, IHG remains committed to shaping Australia’s next generation of integrated destinations – bringing global hospitality standards to deliver high-quality, mixed-use environments that importantly connect people and place.
RADISSON HOTEL GROUP
Mixed-use and dual-branded hotel developments are transforming the hospitality landscape across the region, driven by evolving consumer demands, urban density, and the search for operational efficiency. At Radisson Hotel Group, we’re actively embracing this dynamic trend, recognizing both the opportunities and challenges inherent in such developments.
Our market insights reveal strong investor and consumer appetite for mixed-use spaces that integrate hospitality, residential, retail, and office components. Research indicates that mixed-use developments consistently outperform single-use properties, offering enhanced resilience to market fluctuations and diversified revenue streams. However, these developments are not without complexities. They require sophisticated planning, rigorous market analysis, and strategic brand alignment to ensure harmonious coexistence and mutual reinforcement of each element. Operational integration, service consistency, and differentiated brand experiences are critical to success.
Radisson Hotel Group has strategically positioned itself at the forefront of this evolution with prominent developments such as the signing of Radisson Blu Hotel & Residences, Cagayan de Oro, a stylish upper-upscale property that will become the first internationally branded mixed-use development in Northern Mindanao, Philippines. We also marked our debut in Cambodia with the signing of the Radisson Blu Hotel & Residences and Radisson RED Hotel in Phnom Penh, set to open in 2026, these properties will be integrated within Prince Happiness Plaza, showcasing the potential and versatility of mixed-use and dual-branded hospitality concepts.
Looking ahead, we’ll continue to rely on deep market insights, flexible strategies, and our diverse portfolio of 10 brands, from the upperupscale Radisson Blu to our luxury lifestyle brand Radisson Collection, to effectively navigate these challenges, drive sustainable growth, and deliver strong returns for our partners.
TFE HOTELS
Mixed-use developments have been part of TFE Hotels’ DNA for decades, with hotels such as Adina Apartment Hotel Bondi and Adina/Vibe Darwin Waterfront Hotel serving as integral parts of larger precincts that include residential, retail, F&B and commercial neighbours. Fast forward to today, and our most recent opening – The Eve Hotel Sydney – is the epitome of a hotel set in a successful mixeduse precinct. The newly created Wunderlich Lane – with The Eve at its heart – is a vibrant hub of dining and event destinations by Sydney’s finest hospitality teams. This sits alongside a thoughtful mix of wellness and beauty offerings, and boutique shopping. Visitors are a guest of the precinct, not a single venue, and are able to enjoy seamless interactions with all offerings.
The mixed-use approach can be key to the success and viability of new developments, enabling maximum returns from the hotel, residential sales and commercial leasing. In today’s climate of challenging construction costs, this surety of fixed income - along with added value for residents and hotel guests – is proving itself in a number of our new developments. In order to ensure the success of mixed-use precincts, a holistic planning approach is required to ensure complementary offerings that each align with, and enhance, the wider precinct.
Another viable option, for both new developments and value-add opportunities, is dual-branded hotels, which can appeal to wider markets as well as deliver operational efficiencies to maximise owner’s returns. TFE Hotels will be announcing new mixed-use developments, as well as additions to current hotels, in the coming weeks. Comprehensive market research is essential here to ensure that the brands are suitable for the location based on demand drivers, and considerable consideration needs to be given to the hotel design in order that both guest experience and operational efficiencies are capitalised.
Excitingly, the success of TFE Hotels’ mixed-use and dual branded hotels is set to continue for decades to come.
TRAVEL & LEISURE CO.
For a long time, mixed-use has been a commonsense way of getting developments off the ground. However, the concept is evolving, and the mix of facets continues to change.
Branded residences are now a favoured method to provide reliable capital and meet high construction costs. However, our vacation ownership model remains an even better alternative – we purchase apartments upfront for our clubs and provide a cash injection for the developer, without involving them in selling.
As the mixed-use concept evolves, it is tempting to make developments grander and more multi-faceted, which can impact their ability to gain approvals and finance.
We often acquire smaller developments and convert these to mixeduse by adding vacation ownership. For example, Club Wyndham Airlie Beach was a mothballed hotel that we made financially viable through the higher occupancy provided by vacation ownership. We have a history of elevating similar acquisitions over time through the sensible use of ongoing member levies and body corporate funds.
Guests at our resorts would be familiar with our dual branding – for example, our Club Wyndham branded vacation ownership apartments are usually found in a Ramada or Wyndham property. An obvious challenge for dual-branded developments is a unique value proposition for both target markets at the same resort.
The experiences we offer club members and hotel guests are our point of difference. Our club members have complimentary access to amenities and onsite experiences, and free hire of equipment, which makes exploration easier. We handpick our team for their ability to differentiate our brands, and provide intelligent service that treats club members like family.
TRILOGY HOTELS
As the hospitality landscape continues to evolve at an accelerated pace, mixed-use and dual-branded developments are emerging as transformative trends. These innovative models offer compelling opportunities for developers, owners, and operators by defining project viability, enhancing space utilisation, elevating guest experiences, and improving operational efficiency.
Mixed-use developments integrate hotels with residential, retail, and office spaces, creating vibrant hubs that attract diverse visitor demographics. By sharing amenities such as parking facilities, fitness centres, and dining venues, these developments effectively reduce operating costs while enhancing guest experiences. Strategic partnerships with on-site businesses can further drive revenue through curated offerings, such as combining accommodation packages with spa treatments or dining experiences. However, developers must thoughtfully manage the tenant and guest mix, ensuring brand alignment to deliver a cohesive and consistent experience.
Dual-branded hotels operate multiple brands under a single ownership and within one property. Under the third-party operating model, with consistent management, this approach allows owners to leverage different parent brands and distribution platforms. For example, a Marriott and a Novotel may coexist within the same building, thus maximising the global distribution platforms of Marriott and Accor.
This model optimises the ‘highest and best use’ of the land and appeals to a wider range of travellers by offering distinct price points and service levels. Consequently, the property can deliver a broader rate spread, while offering amenities typically aligned with the superior brand to enhance the overall guest experience. Efficiencies are achieved through shared back-of-house operations, including housekeeping, maintenance, and administrative support, improving cost control and profitability. For example, a dual-branded property may simultaneously cater to business travellers seeking efficiency and leisure guests seeking boutique luxury. The challenge lies in preserving each brand’s unique identity while ensuring seamless operational delivery.
Both mixed-use and dual-branded developments provide compelling opportunities to optimise resources, diversify revenue streams, and enhance guest experiences. As available land becomes increasingly
limited and development costs continue to rise, these innovative models are well-positioned to drive the next phase of growth in the hospitality sector.
WYNDHAM HOTELS & RESORTS
Mixed-use hotels are becoming more and more prevalent. These hotels offer diverse revenue streams and operational efficiencies. Residential pre-sales can secure upfront capital, reducing financing risks, while anchor office tenants provide stable income streams. Shared services between hotel and residential components can streamline operational costs, and commercial tenants boost hotel revenue through increased room and food and beverage demand.
Dual-branded hotels allow hotels to target multiple market segments simultaneously, maximising space efficiency and offering varied experiences. Shared resources can enhance operational efficiencies and reduce costs. For instance, dual-branded hotels can share backof-house and front of house facilities and staff, leading to significant savings. They also provide opportunities for cross-selling and upselling between brands.
However, maintaining brand differentiation is crucial, especially for premium guests who expect premium service and amenities. Physical separation of amenities and clear communication of guest experiences are necessary to avoid confusion. Thorough market research, design detailing, and project planning are essential for success.
