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Jovago.com Identifies 10 Costly Mistakes Hotel Owners Make

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Marek Zmyslowski, managing director Jovago, Nigeria,
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Hotel owners often make some basic mistakes when operating their hotels and then cannot understand why they either make no money or the hotel eventually closes down – below are just some general mistakes but these are not the only ones owners can make.

First there is the tendency to base room rates only on what competitors are doing instead of what is actually offered to the guest in relation to what it costs the hotel.

There has to be a balance between perceived value and the guests paying a fair value for what they are getting. Should a guest feel cheated the guest will never return.

It is very rare for a hotel to be premium in its reputation and location for it to charge what it wants.

Thus stated, where a hotel has no clear rate policy that dictates what the standard room type rates are and what is discounted to companies, groups or frequent guests can be costly for an owner.

Quoting on an individual negotiated basis can lead to mistakes. Some clients may abuse the discounts they are used to and if a hotel refuses to honour what they did before the guest may actually go elsewhere.

Though guest loyalty is a fallacy, if guests know how the hotel’s policy works and they know what to expect, they can actually become regulars and trust that for what they are paying for is fair in relation to what they are getting.

Such a rate policy is usually an internal document not shared with guests but highlights what the normal rates are and what a guest is offered for what they pay. Furthermore, it would also specify what discounted rate they would get based on a justification such as they are actually a group or a regular company or a regular guest. The guest is given the full rate and then the rate offered that best describes the qualification for such a discounted rate. No percentages should beused but rather the value of the discounted rates.

Writing on the mistakes hotelers make often times, Bruce Prins, notes that Hotels that misrepresent themselves as luxury or budget when in fact they are the opposite can alienate guests and cause the business to fail.

Services and facilities determine a hotel’s grading and status as either to be budget, economy, mid-scale, up-scale or luxury.

It is important for the owner to get professional advice on what grade their hotel is before making claims and deciding what rates to charge for their hotel rooms.

The practice of not doing preventative maintenance by checking all furniture, fittings and equipment daily or weekly and then using cheap labour or skills to conduct maintenance is destructive for a hotel.

The worst is when the hotel just plainly expects guests to stay in ahotel with paint peeling of walls, leakages everywhere and furniture and equipment either broken or not working at all.

A guest will realise they are being taken for a fool and move elsewhere. If it is a cheap hotel that chargescheap rates then this will attract guests that will go further to add to the deterioration of the hotel as an asset and its reputation.

Hotels that then add gimmicks to compensate for poor service, exorbitant rates or poorly maintained facilities, do so as a cheap attempt at making the guest feel that they are getting value for their money.

Gimmicks can be extra services, furniture or equipment added that actually do not really add value to the guest.

An example would be to place chocolates on the pillows at night time in a hotel where the air-conditioning does not even work. Hotels have to get the basics right such as cleanliness, hygiene, good service and working equipment before even attempting to add little touches to entice or appease guests.

Hotels do get old and money should be invested at least every five or ten years to ensurethe hotel is kept up to standard. That is if the hotel was properly thought out and built to begin with.

If no money hasbeen allocated for it or no investment is forthcoming, the hotel will lose out to its competitors and eventually go bankrupt.

In today’s world where competition is forever increasing no hotelier can afford to sitback and think the guest will just take it or leave it.

Owners that withdraw profits from the business on a continuous basis, especially during the first few years and then take loans when serious funds are needed are setting the hotel up for a disaster and wasting their money.

Profits should be kept in the business until all loans are paid and then these same profits should be used to either pay out as dividends or form part of future re-investment.

A hotel is a business but most of all its value is in its appreciation over time into an asset that can be sold at a high value, especially if it is successful and has a good brand name.

At least the building and land can be sold as is at a greater value when need be because property most of the time increases more in value than cash in the bank.

If staff in a hotel are exploited by either being paid far below what the average salary would be for their work, or not being given training or even being replaced at a whim without clear disciplinary policies applied consistently, it is a given that the hotel will lose business.

Staff would steal and in actual fact contribute to the hotel’s deterioration with a mediocre and apathetic attitude to their work, each other and the hotel guests.

It is common for anhotelier to also think that when the hotel pays to have people trained they will leave for better jobs. That may be so but then the question begs as to why the staff would be so eager to leave.

The fact that staff do leave hotels or move around is a normal situation in hotels world-wide and yet a lot of hotels that actually encourage staff turnover in a positive way find that they have better occupancies, happier customers and more profits.

The trick is to keep the staff that add the most value and show the most potential in ensuring the hotel is a success.

Lastly a hotel owner should be careful of who they encourage and even allow to stay in their hotel. When prostitutes are consciously allowed to operate in or from a hotel they draw in bad elements such as criminals and drug users.

Drug users or criminals then encourage kingpins to also frequent and then attract murderers and even entire gangs to take up residence.

Once the latter occurs the owner has no more control over his or her hotel and I subservient to the abuse and whims of the clandestine community he helps create within his or her own hotel.

 


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NITDA Explores Partnership with Trust Stamp on Digital Trust and Innovation

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By Naeemah Junaid

The National Information Technology Development Agency (NITDA) has held strategic discussions with representatives of Trust Stamp, a NASDAQ-listed global technology company, to explore potential areas of partnership aimed at strengthening Nigeria’s digital trust framework and advancing innovation within the digital economy.

The meeting, chaired by NITDA Director General, Kashifu Inuwa Abdullahi, focused on identifying collaborative opportunities aligned with Nigeria’s digital transformation agenda and the Agency’s strategic priorities for building a secure, inclusive, and innovation-driven digital ecosystem.

Inuwa emphasised that trust remains a critical foundation for the growth of the digital economy, noting that secure systems and strong cybersecurity frameworks are essential for driving innovation, economic growth, and national development. He stated that building trust in digital platforms and services is key to accelerating adoption and unlocking opportunities across sectors.

He reiterated NITDA’s mandate as a regulator to create an enabling environment through forward-looking policies and regulatory frameworks that support innovation rather than promote specific technologies. According to him, government interventions are designed to stimulate markets, create opportunities, and empower both businesses and citizens to participate fully in the digital economy.

The Director General further reaffirmed Nigeria’s openness to investments that strengthen digital infrastructure and enhance digital services, stressing that sustainable national development is best driven by private sector participation under supportive regulatory and policy frameworks. He called for continued engagement to ensure alignment with national priorities and effective integration into Nigeria’s digital ecosystem.

In his remarks, Trust Stamp Vice President, Jonathan Pasha, highlighted the company’s global experience in secure verification and trust technologies, describing its approach as partnership-oriented and focused on delivering long-term value within local ecosystems. He noted that the company prioritises collaboration with governments and private sector stakeholders to address local challenges and expand access to secure digital services.

Pasha referenced Trust Stamp’s ongoing operations in Nigeria, including its collaboration with a telecommunications provider to enhance SIM swap prevention and fraud detection capabilities. He also outlined the firm’s biometric tokenisation technology, which converts biometric data into secure, privacy-preserving representations, enabling verification processes without exposing sensitive information.

He explained that the technology supports secure verification, fraud prevention, financial inclusion initiatives, and the tokenisation of real-world assets, while being designed to function effectively in low-connectivity environments and on low-specification devices to expand access to digital services.

Both parties expressed interest in advancing technical-level discussions to identify specific areas of collaboration aligned with national priorities and Nigeria’s digital transformation objectives.

NITDA reaffirmed its commitment to fostering a secure and trusted digital economy through strategic partnerships, robust regulatory frameworks, and initiatives that promote innovation, inclusion, and sustainable growth.


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Geocycle, Ecobag Mart, Leovia Farms emerge winners at Greenlabs Demo Day

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Three youth-led startups — Geocycle, Ecobag Mart and Leovia Farms — have emerged top winners at the Greenlabs Cohort 2 “Powering Food Systems” Demo Day, securing pre-seed funding to scale solutions targeting Nigeria’s food insecurity, post-harvest losses and climate pressures.

Geocycle, Ecobag Mart, Leovia Farms emerge winners at Greenlabs Demo Day

CADEF

The Demo Day, hosted under the Greenlabs Incubation Programme powered by the Consumer Advocacy and Empowerment Foundation (CADEF) in partnership with Jacobs Ladder Africa (JLA), spotlighted 16 innovators selected through a nationwide call and intensive mentor-guided screening process.

Organisers said the winning solutions stood out for their scalability, environmental sustainability and potential to strengthen fragile agricultural value chains. The pre-seed support will fund prototype refinement, business registration, market validation and early commercial deployment.

Other finalists showcased at the event included Agricool and Dry Heat Solutions, with all participants advancing into a structured nine-month incubation programme focused on enterprise development, expert mentorship and access to growth resources aimed at transforming early-stage ideas into viable green businesses.

Delivering the keynote on behalf of the Permanent Secretary, Ministry of Agriculture and Food Systems, Emmanuel Audu Fatai described the emergence of the winners as proof that youth innovation is becoming central to Africa’s food future.

According to him, the continent’s vast agricultural potential continues to coexist with food shortages, climate stress and weak value chains, making technology-driven and energy-efficient solutions critical to achieving sustainable food security.

Executive Director of CADEF, Prof. Chiso Ndukwe-Okafor, said the selection of the three winners reflects the programme’s shift from ideas to impact-driven enterprises capable of creating jobs and delivering measurable community value.

She added that beyond funding, the incubation framework is designed to instil financial discipline, integrity and long-term business sustainability among participating founders.

Chief Innovation Officer at Jacobs Ladder Africa, Karen Chelang’at, noted that the winning solutions directly address real food-system failures through renewable-energy integration, loss reduction and productivity improvement across sectors such as poultry, aquaculture and agricultural logistics.

She emphasised that the ultimate measure of success will be the ability of the startups to achieve market readiness, scale operations and generate tangible economic and environmental impact.

Organisers stressed that while policy support remains important, cross-sector collaboration and youth-driven enterprise will play a decisive role in building resilient food systems and advancing Nigeria’s transition to a green economy.

With incubation now underway and funding secured, the emergence of Geocycle, Ecobag Mart and Leovia Farms marks a significant step toward translating youth innovation into practical solutions for Nigeria’s food and climate challenges.


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NDIC Moves to Boost Customers’ Confidence in Nigerian Banks

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The Nigeria Deposit Insurance Corporation (NDIC) has reaffirmed its commitment to safeguarding the nation’s financial system, announcing that its recent upward review of the maximum deposit insurance coverage now protects about 99% of depositors in the Country.

Kabir Katata, Executive Director (Operations), NDIC, stated this on Wednesday at the Corporation’s 2025 Stakeholders’ Town Hall Meeting held in Enugu.

Katata, while speaking on the theme, “Deepening Stakeholder Engagement,” said the policy to expand deposit insurance coverage was deliberately designed to protect small savers, promote financial inclusion and strengthen public confidence in the banking sector.

He explained that the town hall meeting was aimed at engaging stakeholders across various sectors, including academia, market associations and civil society groups.

“The essence of this town hall meeting is to interact with our stakeholders, tell them what we do and listen to their questions so they can better understand the role NDIC plays in society. We guarantee depositors’ funds and supervise banks to ensure that depositors are protected”, he said.

Katata noted that following the 2024 review of deposit insurance coverage, depositors in Deposit Money Banks (DMBs), Mobile Money Operators (MMOs) and Non-Interest Banks (NIBs) are now insured up to N5 million per depositor.

Similarly, depositors in Microfinance Banks (MFBs), Primary Mortgage Banks (PMBs) and Payment Service Banks (PSBs) now enjoy insurance coverage of up to N2 million per depositor.

“This means that in the event of a bank failure, depositors are promptly paid up to the insured limit,” he said.

He added that depositors with balances exceeding the insured limit would receive the initial insured sum, while the outstanding balance would be paid as liquidation dividends upon realisation of the failed bank’s assets and recovery of debts.

Highlighting improvements in the payout process, Katata referenced the recent resolution of defunct institutions, including Heritage Bank Limited, Union Homes PLC and Aso Savings and Loans PLC.

He said that the Corporation successfully leveraged the Bank Verification Number (BVN) as a unique identifier to trace depositors’ alternative accounts and transfer insured sums within days of bank closures.

“I urge all depositors to ensure that their BVN is properly linked to their bank accounts and identity records. This greatly facilitates seamless and timely access to insured deposits in the event of bank failure,” he advised.

Katata emphasised that although the NDIC works closely with the Central Bank of Nigeria (CBN) to ensure sound corporate governance and regulatory compliance in banks, financial system stability remains a shared responsibility.

“While the CBN and NDIC continue to strengthen oversight, depositors also have a responsibility to remain vigilant and well-informed,” he said.

 


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