7 Huge Lessons We’ve Learned in Serviced Accommodation (And What We Do Differently Now)
- Weston House Keith
- Aug 26
- 5 min read
Running a serviced accommodation business isn’t just about making beds, putting up listings, and hoping for guests to arrive. It’s about constant learning, pivoting, and improving. At Weston House Keith, we’ve had our fair share of trial-and-error moments over the past few years. Some lessons were small tweaks, others were game-changing shifts that reshaped how we run our property and serve our guests.
If you’re in the SA game—or thinking of getting started—here are the seven biggest lessons we’ve learned so far, what went wrong, and what we do about it now.
Lesson 1: Double Beds Are Non-Negotiable
When we first opened, we thought offering a mixture of singles and doubles would give us “flexibility.” Singles for workers, doubles for couples—it sounded practical. But here’s the reality: double beds win every time.
Guests don’t want to feel like they’re sleeping in a hospital room or a dormitory. Even solo travellers want the comfort of a proper bed they can spread out in. And if you have couples or colleagues booking, a room with a double automatically feels more premium.
What We Do Now:
Every room has a double bed. No more singles.
We invested in quality mattresses—because comfort isn’t a luxury, it’s the foundation of good reviews.
We also add mattress toppers and ensure spare linens are always available, so beds look and feel inviting.
Takeaway: Don’t compromise on beds. They’re the first thing guests use and the last thing they remember.
Lesson 2: Less Is More
When we first set up, we thought more was better. More cushions. More furniture. More decorations. More “stuff” to make the rooms look homely. The truth? Guests don’t want clutter—they want clean, functional, simple spaces.
Too many extras only make cleaning harder, increase the chance of breakages, and add unnecessary expense. Guests value clarity and space over trinkets.
What We Do Now:
Rooms are designed with minimalist practicality: double bed, wardrobe, bedside table, desk, TV. Nothing more, nothing less.
Décor is kept neutral and modern. Instead of filling rooms with “character” ornaments, we use clean lines and calming colours.
We focus on easy-to-clean, durable items. If it can’t survive a year of constant turnover, it doesn’t make the cut.
Takeaway: Your rooms aren’t showhomes—they’re temporary homes. Keep them clean, functional, and easy to maintain.
Lesson 3: Being the Cheapest Doesn’t Work
We’ve been there—dropping prices to attract guests, thinking it would keep occupancy high. But here’s the brutal truth: cheap pricing doesn’t bring better guests or more security. In fact, it often does the opposite.
Cheaper rates attract guests who treat the property with less respect, stay shorter term, and complain more. And no matter how low you go, someone else will always undercut you. It’s not a strategy—it’s a race to the bottom.
What We Do Now:
We price based on value, not desperation.
We target longer stays—contractors, relocators, NHS workers—who prefer stability over bargains.
We built in extras that justify our pricing: fully equipped kitchens, laundry service options, and the reassurance of on-site support.
Takeaway: Stop trying to be the cheapest. Focus on being the best value for the right guests.
Lesson 4: Clear Communication Is Everything
At the start, we fell into the trap of trying to be “overly friendly.” Messaging guests constantly, being super chatty, trying to create a bond. But this only created blurred lines. Guests don’t want to feel like they’re making friends with the owner—they want clear, professional, timely communication.
We also learned that unclear instructions create unnecessary headaches. Missed check-ins, confused Wi-Fi details, or vague rules almost always end in frustration—for both sides.
What We Do Now:
Communication templates: From check-in to check-out, everything is worded clearly and consistently.
Professional but approachable tone: Guests know we’re available, but we don’t overwhelm them with small talk.
Boundaries: We answer quickly, but we don’t make ourselves “on call” 24/7 unless it’s an emergency.
Takeaway: Guests want confidence, not confusion. Be available, be clear, and set boundaries.
Lesson 5: You Have to Be Inside the Property
This was a big one. You can’t run SA from behind a laptop alone. You need to walk the halls, use the showers, sit on the sofas, and notice the details.
When you’re inside your property, you see things that a cleaner or contractor might miss—dripping taps, scuffed walls, wobbly handles. Small things that, left unchecked, add up to poor guest experience.
What We Do Now:
We live on site at Weston House, which gives us a real-time understanding of what works and what doesn’t.
We schedule weekly walk-throughs, checking rooms as if we were guests.
We act fast on maintenance—because a small fix today prevents a big problem tomorrow.
Takeaway: You can’t manage SA from afar without eyes and ears inside. Get into your property regularly and see it as your guests do.
Lesson 6: Holidays Mean Actual Holidays
In the early days, we thought Christmas would be the perfect time to renovate. “We’ll be closed anyway—let’s use that time to paint, repair, and refurbish!” The result? We didn’t switch off. We came into January exhausted.
The reality is: running SA is relentless. You’re always thinking about guests, occupancy, bookings, and systems. If you don’t step away properly, burnout is inevitable.
What We Do Now:
We take proper holidays where we switch off from the business completely.
Renovations are now scheduled like business projects, not squeezed into family downtime.
We respect that rest is a business strategy. The more we recharge, the better decisions we make.
Takeaway: Holidays are for recovery, not catch-up. If you don’t protect your energy, your business suffers.
Lesson 7: Wording Your Marketing Matters
When we first started, we thought listing our rooms on Booking.com with a few photos would be enough. But the way you word your marketing makes all the difference.
Guests need to feel what’s unique about your property—why it’s better than a budget hotel or another serviced accommodation down the road. Marketing isn’t just describing; it’s positioning.
What We Do Now:
We tell our brand story: how we invested everything to build Weston House, the family behind it, and the pride we take in making stays comfortable.
We highlight pain points (guests hating soulless hotels, poor Wi-Fi, no cooking facilities) and show how we solve them.
We focus on specific guests: contractors, NHS staff, relocators—using language they relate to.
Takeaway: Words sell. Photos attract attention, but your copy is what convinces people to book.
3 Interesting Facts About Serviced Accommodation
Higher Yields Than Buy-to-Let: On average, serviced accommodation can generate 30–50% higher returns compared to traditional long-term lets—when run well.
The Average Guest Stay Is Increasing: Post-pandemic, many serviced accommodation providers report that the average stay length has doubled, with contractors and relocators preferring 4–12 week bookings over short weekend trips.
Reviews Are King: A 2023 study found that 87% of SA guests book based on reviews first, not price. Your reputation will always matter more than undercutting your competition.
Final Thoughts
Serviced accommodation is one of the most rewarding and challenging industries out there. You get to meet incredible people, provide comfort during transitional moments in their lives, and build a business that can transform your financial future. But it’s not easy.
Our biggest lessons at Weston House Keith have come from mistakes, experiments, and pivots. From beds to boundaries, pricing to marketing, we’ve learned that success isn’t about shortcuts—it’s about strategy, clarity, and constant improvement.
If you’re starting out, take these lessons as your shortcut. And if you’re already in the game, maybe this reminder will help you refine your own systems. Because the beauty of serviced accommodation is that you’re always learning—and your business is always evolving.
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