At a time when hospitality and workspace models are being reimagined, B&B HOTELS and WOJO presented two distinct yet complementary visions of hybrid hospitality during a recent industry session.
B&B HOTELS targets the booming extended stay market
Sophie Donabedian, Chief Sustainability Officer at B&B HOTELS, shared the genesis of B&B Home, a new brand designed for extended stays. Coming from the energy sector, Donabedian was tasked with creating a natively sustainable brand from scratch. “It perfectly illustrates B&B HOTELS’ entrepreneurial DNA. In less than six months, we had the concept, the brand, and the first hotel open,” she recalled.
Driven by market potential—“The extended stay market is set to triple in the next eight years”—B&B Home fills a gap in the group’s portfolio by combining long-stay services with local immersion and sustainability. “Customers seek authentic, personalized experiences while feeling at home. B&B Home is designed around that,” Sophie Donabedian explained.
The first properties opened in Suresnes, Brides-les-Bains, and Forcalquier, showcasing varied uses from urban stays to four-season tourism. “Each B&B Home is unique, embedded in its local ecosystem. Local partnerships are essential, right down to sourcing from nearby providers,” she added.
While maintaining B&B’s signature operational efficiency, the new brand introduces a more flexible development model, including franchises. “One-third of our upcoming projects involve franchisees. It’s a way to accelerate while preserving our standards,” Donabedian confirmed.
Beyond design, local teams play a central role: “Co-designing with on-site teams was key. For instance, we adapted shared kitchens after seeing how guests used them—adding fridges and new equipment.”
B&B Home also prioritizes circular economy principles. “We reused 70% of the first building. It’s about transformation, not demolition—combining simplicity, pleasure, and pride for local teams,” Donabedian concluded.
The target? Ten openings by year-end, with ambitions to scale further.
WOJO and Kasada turn coworking into a hotel growth driver
The second part of the session zoomed in on coworking, with WOJO and Kasada Capital Management showcasing how flexible workspaces can unlock new revenue streams for hotels.
“After COVID, work patterns changed: from the office, to home, to anywhere,” summarized Stéphane Bensimon, CEO of WOJO. “Companies want flexibility, cost optimization, and quality of life. Hotels can meet all these needs—24/7 service, F&B, fitness, parking, and soon, offices.”
Kasada, with a 20-hotel portfolio in Africa, embraced the model. “We’re investors, our focus is revenue per square meter. WOJO helps us convert underused spaces into profitable coworking zones, often without major capex,” explained Pierre-Etienne de Montgrand, Head of Asset Management.
The synergies are tangible: “In Nairobi, one dollar spent on coworking brought three dollars elsewhere—rooms, F&B, services. In premium hotels, giving co-workers gym access adds value without extra cost,” de Montgrand said.
WOJO’s model integrates fully into hotel operations. “It’s not a business corner; it’s a proper coworking product with its own KPIs, reporting, and integration into the hotel PMS,” Bensimon emphasized. This operational clarity is key: “You can’t improvise coworking. It needs real expertise, design, and a brand customers trust,” he added.
Kasada confirmed the model’s scalability: “The first took a year to ramp up. The third filled in two weeks. Now we’re pushing hard, 10 sites planned by 2025,” de Montgrand revealed.
For WOJO, the next step is clear: “We’re ready to grow in Europe, offering our model as management contracts or franchise. This is the future of mixed-use hospitality,” Bensimon commented.
