Strengthening Vendor & Partner Support

Expanding AAHOA’s network to negotiate better deals, improve service quality, and create new value streams for members

One of the most underleveraged assets in hospitality is collective buying power. When individual hoteliers negotiate vendor contracts alone, they face limited leverage, opaque terms, and fragmented pricing. But when AAHOA marshals the collective scale of its membership, it can deliver stronger vendor partnerships, better pricing, and more value-added services, all while maintaining transparency and fairness.

Why Vendor & Partner Support Matters

For many hotel owners, vendor costs are second only to labor and property operations in terms of impact. Supplies, maintenance, housekeeping, energy, IT, and other recurring services can drain margins if not negotiated smartly. Without a trusted partner to benchmark, manage, or bulk-source these costs, owners often overpay or get locked into noncompetitive agreements.

Moreover, brands sometimes steer hoteliers to vendor lists with conflicts of interest—vendors affiliated with parent companies or receiving undisclosed rebates. If rebate flows and supplier relationships aren’t clear and benchmarked, the system ends up subsidizing inefficiencies or benefiting middlemen at the expense of frontline owners.

By strengthening vendor and partner networks, AAHOA can shift that dynamic: creating transparent, competitive frameworks that deliver tangible savings, assurance of quality, risk mitigation, and opportunities for innovation.

AAHOA Opportunities for Vendor & Partner Strength

1. Strategic Vendor Selection & Transparency

• Establish a process for open bidding and vetting of preferred vendors

• Require transparent disclosure of pricing, margins, and rebate arrangements

• Audit vendor performance regularly, with service-level standards and feedback loops

2. Collective Buying Power & Group Procurement

• Pool purchase volume across members to negotiate discounted pricing

• Offer vendor packages (e.g. linens, cleaning supplies, energy, tech services) at scale

• Build multi-year contracts to increase certainty and invest in vendor partnerships

3. Value-Added Partnerships

• Negotiate value beyond price — such as maintenance guarantees, bulk training, analytics services, tech integrations, and revenue tools

• Identify emerging vendors (e.g. sustainability, energy management, IoT, guest tech) and pilot new service models

• Create a partner marketplace for members to access vetted third-party services

4. Vendor & Member Matching Platform

• Launch a digital marketplace where members can compare vendor offers, view member-submitted reviews, and get quotes

• Use data to benchmark and show where members are overpaying or where savings exist

• Incorporate vendor scorecards and performance ratings

5. Education & Oversight

• Teach members how to negotiate vendor contracts, audit invoices, benchmark costs, and manage vendor relationships

• Establish oversight committees or subcommittees in AAHOA to review vendor programs and ensure alignment with member interests

Real-World Impact

When implemented effectively, strengthened vendor support leads to:

• Cost savings of 5–15% (or more) in major line-item categories

• Better service and accountability thanks to vendor contracts backed by performance standards

• Reduced risk, as vendors vetted by the association are more reliable and lower liability

• New revenue or benefits opportunities, such as loyalty vendor discounts, co-marketing, or exclusivity packages

• Increased member satisfaction, as owners see visible value from membership

How MZ Patel Plans to Lead in Vendor Support

MZ Patel’s campaign for AAHOA Secretary puts vendor and partner strategy at the forefront. His vision includes:

• Launching a Vendor Marketplace Platform that gives members visibility, choice, and benchmarking

• Negotiating group contracts on essentials (linens, cleaning, supplies, energy, tech) under fair, transparent terms

• Ensuring vendor programs align with 12 Points of Fair Franchising, with disclosed rebates, accountable margins, and no hidden markups

• Encouraging innovation by bringing in emerging tech, sustainability, and guest experience partners to pilot new revenue avenues

• Instituting oversight via vendor review teams comprised of member hoteliers

MZ believes that AAHOA’s value should deliver measurable savings and performance to every member. A vendor network built for transparency, accountability, and scale is how we turn procurement into profitability.