Black Label Hotels plans expansion with around ten additional hotels

Black Label Hotels has a confirmed pipeline of around ten additional hotels, with openings scheduled through 2028 and 2029. This is outlined in a case study published by the Future of Hospitality on 19 October 2026, featuring founder and CEO Martin Hendricks. The group, which operates hotels under international brands as a franchisee, is now focusing its growth on Belgium and Germany.

From a guesthouse to international brands

According to the case study, Hendricks built Black Label Hotels from a guesthouse at a castle into a group of around ten hotels operating under brands such as Hilton. The next phase of growth has a distinctly cross-border focus: alongside Belgium and Germany, Luxembourg, Austria and Switzerland are also under consideration. Specific openings or hotel numbers are not provided for every country.

The announced pipeline therefore mainly indicates the scale and timeframe of the expansion plans. It comprises around ten additional hotels scheduled to open through 2028 and 2029, rather than ten hotels already in operation. The case study does not provide specific addresses or opening dates.

For those considering the Dutch franchise market, this development offers an example of multi-site growth under international hotel brands. At Black Label, that expansion comes with a clear division of responsibilities: the brand provides reach and recognition, among other benefits, while the operator remains responsible for day-to-day operations and financial performance.

A familiar brand, but the operator bears the risk

Under the model Hendricks describes, Black Label Hotels signs a lease with a developer. The group then operates the hotel under an international brand and pays franchise fees. Staffing, costs and financial results are the franchisee’s responsibility. The operator also bears the full operating risk.

A well-known name above the door does not, therefore, remove that business risk. Hendricks explains the value of joining a hotel brand primarily in terms of distribution and what he calls the brand margin. In his view, a large chain offers greater reach than an independent operator can build alone. This can shorten the time needed to establish a stable operation.

He also argues that guests are willing to pay more for a room under a recognised brand. This is his rationale for the franchise model, not a published guarantee of returns at every property. The financial question remains whether the brand’s contribution sufficiently outweighs its associated costs. According to the case study, a DoubleTree by Hilton that featured in the group’s development is still operated by Black Label.

A shareholder helps support growth

In early 2024, a Dutch family office became a shareholder in Black Label Hotels. The investor also began helping with the guarantees needed for the group’s further development. Hendricks describes this support as an important accelerator of growth.

The case study does not disclose the investment amount or the size of the shareholding. The significance of the investment lies in the combination of equity ownership and support with guarantees. This gives the expansion not only an operational structure but also a financial foundation for taking on new commitments.

For entrepreneurs looking to operate multiple franchise locations, the case highlights an important distinction. Being able to run a property and being able to support further expansion are separate challenges. Black Label’s growth model brings together day-to-day operations, partnerships with hotel brands and shareholder support.

Eindhoven as an example of improved performance

One concrete example in the Netherlands is the 270-room Holiday Inn in Eindhoven. According to the case study, the hotel had been loss-making for nine years. Its owner had bought it with redevelopment in mind and asked Black Label to take over operations from 1 August 2024. By the end of that year, the hotel was profitable, according to the same publication.

The approach described did not involve a radical transformation of the hotel. The team aimed to improve every line of the profit and loss account by 5 to 10 per cent. That figure was a target for improvement; the case study provides neither individual results for each cost or revenue item nor a profit figure.

Practical takeaway: assess expansion under a franchise brand against three connected factors: the brand’s demonstrable contribution, the capacity to meet commitments and provide guarantees, and control over each property’s financial performance. Black Label’s case shows why a well-known name alone is not enough.