Conscious, basic, and special

At Statler, we love customers with ambition. Especially when that ambition not only helps the company move forward, but also makes the world a better place. Stayokay without a doubt belongs in that category. The hostel chain offers affordable comfort in unique locations. Sustainability is not an empty promise but is woven into their DNA. For Denise van Dam, Director of Business Operations, Statler offers a focus on strategy rather than spreadsheets.

The word "hostel" evokes images from bygone times. Crowded dormitories, snoring fellow travelers, and walking to the communal shower room with a towel under your arm. But for that very reasonable price, you also got adventure, new contacts, and a broader view of the world. The basic philosophy is still very much alive today. Hostel chain Stayokay offers guests an inspiring stay at unique hotspots, from a castle to a cube house. Sustainable, but not expensive. The open character has been preserved, but the former youth hostel has been transformed into a modern accommodation with rooms for 2 to 8 people. Almost all hostels now also have comfortable private rooms and family rooms with private bathrooms. Or how about a cozy Wikkelhouse in nature, made from recycled cardboard? Truly a unique stay.

So, forget the dusty image, because Stayokay's interior stylist creates a fitting vibe. "Trendy, natural, or classic; there's always room for the charm of a specific location," Van Dam begins. "In Gorsel on the Veluwe, we're in a Norwegian hunting lodge. So, you'll find animal prints on chairs, dark wood ceilings, and antlers on the wall. On Terschelling, we use a beach theme with a nod to marine heritage. Each location manager is free to determine their own program. A pub quiz, DJs, meetings, a game night; whatever is needed. It's all about people meeting each other and sharing experiences."

S for Social

The concept has proven to be a hit. Stayokay is a major player in the affordable segment for solo travelers, families, and groups. With an annual net turnover of 47 million, over 820,000 overnight stays, and more than 750 employees, the organization is making great strides. Its ambitions extend beyond sustainable business practices. The way Stayokay implements this is an example for many hotel chains. "

I always say; our hostel is a hotel with the S for social. We believe it is only natural to do business with an eye for the planet. Sustainability is reflected in major investments, such as solar panels, but also in small details such as bamboo toilet rolls and second-hand furniture. We even want to be climate neutral by 2050. Stayokay also wants to remain true to its core values. People on a tight budget, foundations, and schools must also be able to come to us. And yes, those choices cost money," Van Dam agrees.

"Growth is not a goal in itself, but a means to make an impact."

Stayokay therefore wants to further expand its presence in the Netherlands. The chain already has a strong foothold in the Randstad and coastal areas but sees great potential in the northern provinces. The former National Archives in Groningen is currently undergoing renovation; in 2027, a 'cool' location with 220 beds will open here. 'The plan is to grow to thirty locations spread across the country. We need that growth to achieve our goals. If you look at our current company size, we fall somewhere between a napkin and a tablecloth: not large enough for a corporate structure, yet too small to benefit from true economies of scale. So, it is important that more hostels are added, so that we can cover the costs of the head office and have money left over for our mission.”

Challenges in the market

Like many hotels, Stayokay faces the challenge of remaining agile, guest-oriented, and financially healthy. And that while the leisure market is in flux. Labor shortages, the VAT increase, rising energy costs, and possible restrictions on flex workers are the talk of the day. "It calls for further professionalization and even smarter working," says Van Dam. "Take the zero-hour contract, for example. Although abolition is not yet on the agenda, we are looking at the possible impact. How many hours do you really need? Can we fill certain tasks with students? It is important to stay sharp so that you are not surprised by national regulations."

"In a volatile market, standing still is not an option."

Rapid dynamics

Financial insight is crucial to making the right strategic choices. Stayokay had a lot to gain when Denise van Dam started as financial manager in 2022. She gained her experience at Deloitte, where she was responsible for audits of hospitality clients and scale-ups. "I was used to the fast pace of young professionals. From my point of view, professionalization was really necessary, but that doesn't happen overnight. Fortunately, the team was open to change - and everyone thought it was cool to work on it."

Statler was brought in through co-director Marijke Schreiner. The click was there immediately, thanks to the specialist knowledge and personal approach. "During my time at Deloitte, I saw many management tools. I was already pleasantly surprised by all the options Statler offers. But as far as I'm concerned, it's more than just an application. Stefan and Maarten really think along with you and keep you on your toes. They themselves have the drive to continuously develop. Whatever you bring to the table, they pick up on it."

Going deeper

The Statler platform has been running at Stayokay since 2024. It took Denise van Dam little effort to get her financial colleagues on board. "Those hours spent puzzling over Excel sheets and checking formulas are a thing of the past. Well, that made everyone very happy. It takes some time to set everything up properly in the beginning, but after that, you only reap the benefits. What's more, all data is automated and reliable. That’s going to yield us so much! From now on, we can really go in depth at head office. Our financial team has more time for issues at so-called Red Flag hostels. Thanks to Statler, you can immediately see where things are going wrong. Sometimes it's due to margins on F&B, sometimes it's incorrect scheduling. We look at the data and can advise the hostel manager on a suitable solution."

"Automation gives us room to think ahead"

Wish list

Hostel managers are satisfied with the additional insights gained in the workplace. Some have the necessary financial expertise, while others are more operationally focused. Van Dam observes that the reports and budgets in Statler are easy for everyone to use. "At the moment, we mainly work with monthly reports, tailored to the hostel manager's wishes. We also want to incorporate other KPIs, such as energy consumption and guest satisfaction. These are important metrics for Stayokay, which you then have clearly in view. And what else is on the to-do list? The nationwide introduction of Daily's and further breaking down personnel costs so that we can run better analyses."

For a chain like Stayokay, the added value of Statler lies in options such as benchmarking and the Optimizer. "We use these a lot in practice," says Van Dam. "The aim is not to outdo each other, but to learn from our best practices. The hostels within Stayokay are very diverse. After all, a castle in Domburg has a different type of guest than a trendy location in the heart of Utrecht. And you can imagine that cleaning a coach house takes more time than cleaning a new building. But that’s the advantage of a large chain; there's always a location that's comparable to your operation. Then current figures say a lot, because why aren't you achieving certain margins, but your colleague is? In my experience, hostel managers are open to tips. They also pick up the phone themselves to bounce ideas off each other."

"Learning from each other makes our entire chain stronger."

Choices with impact

Thanks to up-to-date insights, forecasting, and a clear cost structure, Stayokay is gaining more and more control over the overall financial picture. "Every company needs that, but in our case it's especially important because of our sustainable mission and social heart. For example, our new hostel in Groningen will be completely gas-free. It's a great goal, but it has already cost a lot of money. The building stood empty for almost a year before we got the permits. These are choices with a significant impact, which require a substantial buffer. That buffer has to come from current operations. I am confident that we will make great strides forward with Statler!"