As global tourism rebounds and the hospitality industry adapts to new market dynamics, BWH Hotel Group—the parent company of Best Western Hotels & Resorts—is positioning itself for aggressive expansion across the Middle East, with Saudi Arabia emerging as its most promising frontier. The move aligns directly with the Kingdom’s transformative Vision 2030, which prioritizes diversification of the national economy, with tourism as one of the central pillars.

According to Wytze Van den Berg, Vice President of Operations for BWH Hotel Group in the EMEA region and Vice President of WorldHotels EMEA, the company is evolving its brand portfolio, operational footprint, and business model to meet the changing landscape of global travel and to contribute directly to the Saudi tourism sector’s meteoric rise.

From Midscale to Multi-Segment: BWH’s Global Evolution

Founded over 80 years ago, BWH Hotel Group is a global powerhouse in the hospitality sector. Traditionally recognized for its strong position in the midscale segment, the group has significantly diversified its offerings in the past decade. In 2019, the company acquired WorldHotels, a Germany-based luxury and upscale hospitality brand, thereby entering premium market segments.

Today, BWH operates 18 distinct hotel brands across economy, midscale, upscale, and luxury categories. These include:

  • Best Western
  • Best Western Plus
  • SureStay Hotel Group
  • WorldHotels Luxury, Elite, and Distinctive Collections

With over 4,300 properties in operation across 100 countries, BWH has a particularly strong presence in the United States, which accounts for half of its global inventory. Europe, notably the UK, France, and Italy, is another key region. But as Van den Berg explains, the Middle East—and especially Saudi Arabia—is now at the forefront of BWH’s growth strategy.

Saudi Arabia: A Booming Tourism Market Under Vision 2030

Saudi Vision 2030, the Kingdom’s comprehensive development plan led by Crown Prince Mohammed bin Salman, aims to reduce dependence on oil revenues and transform the country into a global hub for business, culture, and tourism.

One of Vision 2030’s core goals is to increase the number of annual visitors to 100 million by 2030. As of 2023, Saudi Arabia had already welcomed over 30 million international tourists, a tenfold increase from earlier in the decade. The country’s goals include:

  • Growing the tourism sector’s contribution to GDP to 10%
  • Creating 1 million new tourism-related jobs
  • Developing new tourism destinations such as NEOM, The Red Sea Project, and AlUla

BWH Hotel Group has aligned its corporate strategy with this national vision, actively expanding in partnership with both government-backed investment initiatives and private developers.

Concrete Commitments: 70 Hotels by 2027, Two-Thirds in Saudi Arabia

As of early 2025, BWH has already signed agreements for 20 hotel projects across Saudi Arabia, with 12 currently active. Van den Berg confirmed that 10 more announcements are imminent, reflecting growing demand for both business and leisure accommodations in major cities and cultural destinations.

The company’s target is to operate 70 hotels in the Middle East by 2027, with approximately two-thirds located in Saudi Arabia. This rapid expansion includes both greenfield projects and renovation of existing hotels, especially in religious hubs like Mecca and Medina, where millions of pilgrims visit annually.

Mega-Projects and Luxury Concepts: Sunflower Resort in AlUla

Among BWH’s standout developments is the Sunflower Resort in AlUla, a high-end luxury resort inspired by Vincent van Gogh’s “Sunflowers” series. Located in one of Saudi Arabia’s most culturally and historically rich regions, the resort reflects a growing trend in experiential and heritage tourism.

AlUla, under the oversight of the Royal Commission for AlUla (RCU), is a central component of Saudi Arabia’s tourism portfolio. The area is being developed as a world-class tourist destination with eco-lodges, art installations, music festivals, and UNESCO World Heritage Sites, including Hegra.

BWH’s Sunflower Resort is expected to include bespoke wellness facilities, fine-dining experiences, and cultural programming, underscoring the group’s move into high-end hospitality experiences.

Hotel Management: Beyond Franchising

Traditionally, BWH’s model has revolved around franchising, allowing independent hotel owners to operate under its recognized brands while maintaining operational autonomy. However, to cater to larger-scale developments and complex luxury assets, the company is increasingly providing hotel management services.

This approach allows BWH to:

  • Directly manage operations
  • Hire local and international hospitality talent
  • Implement brand standards more efficiently
  • Ensure service quality in government-backed and large-scale projects

Several properties in Saudi Arabia are now operated under direct BWH management, and more are in the pipeline. This model gives BWH greater flexibility and control, especially in emerging markets with evolving regulatory frameworks.

Saudi Government Support: A Key Enabler

One of the major enablers of BWH’s rapid expansion is the active support from the Saudi government, particularly through:

  • The Saudi Ministry of Tourism
  • The Tourism Development Fund (TDF)
  • The Public Investment Fund (PIF)

These entities offer financial incentives, regulatory streamlining, and infrastructure support for qualified hotel developers and operators. For BWH, this means reduced development costs and accelerated timelines for project execution.

“The regulatory processes are relatively streamlined due to the government’s direct involvement,” said Van den Berg. “This makes developing in Saudi Arabia more straightforward than in many other international markets.”

Regional and Global Expansion Beyond Saudi Arabia

While Saudi Arabia is the anchor of BWH’s Middle East expansion, the company is also growing in:

  • Kuwait
  • Oman
  • Bahrain
  • The United Arab Emirates

Beyond the Gulf region, BWH is exploring eco-tourism and luxury lodge concepts in:

  • Kenya
  • Tanzania
  • Latin America
  • The United States (notably in Zion National Park and other National Park Service locations)

The group is also expanding into India, Thailand, and Vietnam, regions where branded residences and boutique lifestyle hotels are gaining popularity among investors and travelers.

Adapting to Post-Pandemic Trends and Economic Shifts

Despite global economic uncertainty, rising inflation, and geopolitical tensions, BWH Hotel Group remains optimistic about the long-term trajectory of the travel industry.

Van den Berg cited the robust post-pandemic recovery of global travel as proof of its inherent resilience, adding that travelers today are more value-driven and experience-focused. “Hospitality is about more than just accommodations. It’s about connection, culture, and customization,” he noted.

BWH’s diversified brand portfolio and adaptable operating models make it particularly suited to thrive in this new era.

Conclusion: A Global Strategy Centered in the Middle East

BWH Hotel Group is not just expanding—it’s transforming. With a laser focus on Saudi Arabia and its Vision 2030 agenda, the company is combining strategic growth, government partnerships, and innovative hospitality offerings to establish itself as a key player in the future of Middle East tourism.

From luxury art-themed resorts in AlUla to efficient, modern business hotels in Riyadh, BWH’s commitment to quality, diversity, and sustainability positions it as a leader in one of the world’s most rapidly changing travel landscapes.

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