The 24-Hour Pace at JFK Comfort Inn

New York’s John F. Kennedy International Airport is one of the world’s busiest airports. With more than 38,0000 flights in April 2024 alone and more than 2.7 million passengers using the airport each month, it’s no wonder airport hotels require a unique operation.

Anup Chauhan, general manager of the 103-room Comfort Inn JFK Airport in Jamaica, New York, said running an airport hotel presents distinct challenges when it comes to staffing, revenue management, guest expectations and competition in the marketplace.

Staffing needs can be more demanding for airport hotels, which are a 24-hour-a-day operation, he said. Walk-ins and last-minute bookings are common, so the property team needs to be prepared for anything. “It’s not easy,” said Anup, who occasionally uses staffing services as a backup during times of turnover. “Check-ins and checkouts around the clock keep the staff on their toes, and many employees don’t like the fast pace.”

Anup employs various tactics to motivate his staff including using positive reinforcement; engaging them in friendly competition among themselves; and playing to their strengths. For example, if younger, tech-savvy associates perform better in the digital world, they can leverage that skill to respond to online guest reviews.

Guests staying at an airport hotel will often have different expectations, he said. A shuttle bus is always helpful and room service is expected. The hotel’s location, just one mile from the airport, also means a high level of traffic and higher noise pollution. “This can be challenging at times for guests trying to get a good night's sleep,” he said. “As a limited-service hotel, this can also unfairly impact guest service scores.”

“The average stay at our hotel is only 1.3 days, a day and three hours,” Anup said. “But there are a lot of expectations that come with that one-night stay. As an airport hotel, we have a very short window to meet or surpass guest expectations. While we prioritize excellent service, sometimes there is no time for the 'wow' factor.”

Airport hotel guests are often passengers who have overnight layovers or have suffered cancelled or delayed flights, leaving them disgruntled. While weary guests can be rude, Anup said he always encourages his staff to be understanding and empathetic, adding: “You don’t know what people have gone through while they are traveling.”

Revenue management also is particularly challenging in this fast-moving environment, he said. Anup monitors the flight tracker in his office, stays on top of weather alerts and factors in local-market demands when making revenue decisions. The hotel avoids selling rooms on third-party websites as a strategy to maximize revenue. When it comes to pricing, “We want to be competitive, but not leave money on the table,” he said.

Competition can be fierce with so many hotels surrounding the airport, but the Comfort Inn is highly ranked in its market and on the STR report. Anup, a friendly and tenacious, 21-year hospitality industry veteran, has literally knocked on doors of local businesses within a two-mile radius, showcasing his hotel and managing to steal business from competitors.

“It's very important to know your market, to conduct your own market research and price accordingly,” he said. “We are like the ‘Army’ who must be on guard and meet fluctuating demands at short notice. Weather-related airline cancellations create a whole lot of demand and business can fall in your lap, but we must stay alert and yield rates on time to achieve maximum revenue.”