Reflections: John Q. Hammons

By Staff -- HOTELS Magazine, 8/1/2006

John Q. Hammons, chairman and CEO, John Q. Hammons Hotels

From an early age, I was blessed with a strong desire and drive to be successful. I believe this determination has greatly influenced a series of course-changing experiences in my career. These defining moments have taught me the importance of embracing change, forging ahead, committing to quality, giving back and always keeping your word. It is a simple formula that has served me well. It is one that I am happy to share.

Defining Moment 1: When I was 12 years old, I wanted to earn a little money by selling rabbit pelts. I built a series of rabbit traps out of old wood. I would check the traps every morning at 6 a.m. and was averaging about six catches a day. One day, there were not any rabbits. I learned another boy was getting up at 5 a.m. to steal my rabbits. So, I started getting up at 4 a.m. My problem was solved. I learned that anticipating the competition’s next move was a key to success.

Defining Moment 2: In the 1950s, I decided to go into the development business. While visiting California, I noticed Del Webb’s Highway Houses and thought it was a good idea. In 1961, I returned to Springfield, Missouri, and partnered with Roy E. Winegardner to form Winegardner & Hammons Inc., which still operates hotels in the eastern United States. We purchased 10 Holiday Inn franchises and became one of the largest franchisees, eventually developing 67 Holiday Inns. Since then, I have spent my lifetime studying and creating markets. A good location means nothing if there is not a market to support it. It is a winning strategy that is more stable, more foolproof.

Defining Moment 3: In 1969, my entrepreneurial spirit eventually led me to start my own company, John Q. Hammons Hotels. Even though Holiday Inn helped me become a great success, I switched gears after seeing economy hotels popping up next to each other. We had to specialize, so we focused on the upscale market, primarily building Embassy Suites and Marriott hotels with convention centers. We decided to build quality hotels that exceeded customers’ expectations. None of our hotels are alike, and we use atriums, water features and local art to create individuality. We also strive to surpass the brand standards in each hotel, such as widening the hallways to seven feet and implementing pod check-in systems. If you build it right, locate it correctly and give the customers what they want, they will buy. The best way to sell is to let the other person buy.

Defining Moment 4: After 9/11, hotel development came to an abrupt halt. Companies were too fearful to move forward. While everyone was stagnant, we forged ahead. The advantage of continuing to build hotels was the availability of materials and labor. We knew the economy would rebound and people would begin traveling more. Our hotels needed to be ready to welcome them. We have built and opened 16 hotels since 9/11, and that decision was well worth it. Recently the cost of cement and steel ignited, increasing 25%. By developing hotels during an uncertain time, our company has saved US$80 million. No matter what the economy does, no matter the circumstances, forge ahead.

I have made it my life-long business to find markets and develop quality hotels. Since 1958, we have built 175 hotels from the ground up. Along the way, we have never forgotten to give back to the cities that help us succeed. We also have learned that you have to be fearless to succeed.

I am humble, appreciative and thankful for the opportunity I have to live each day doing what I enjoy most. This is what I consider to be the defining moment of a lifetime.