Brands represent the wealth of the industrial groups that create them, accompany their development, give them values that are easily identified in the eyes of clients, and reposition them when needed. This individual wealth cumulates within a brand portfolio that allows a single business to reach different clientele, to attack complementary market segments. One may legitimately ask if hotel groups, that take the same approach, stand out enough in the makeup of their portfolio. Faced with the increased segmentation of behaviour and needs, is the response of the hotel supply rich enough in a single territory when rates range from 30 to 600 euros across only five major segments? Until recently, the primary concern of European hotel groups has been to cover the range of stars with a brand corresponding to each category’s level of comfort, equipment and price. Anglo-Saxon groups, and American ones in particular, because administrative ranking is less of a problem, have been more imaginative, multiplying their brands on niches that are close, while trying to address to different expectations from clientele that often have the same buying power. This approach is still developing timidly on this side of the Atlantic, and should intensify. In the same way that an automobile manufacturer designs sports, family, urban, luxury or rustic models, with several options within the same price category or a detergent manufacturer multiplies its brands to address the hurried housekeeper, the watchful mother and environmentally concerned young people within a close price range, so must a hotel group decline many brands to respond to its clients’ increasingly specific desires. Moreover, since economy hotel clientele is national by nature, why should a hotel group fight fiercely to promote the same brand around the globe? It would be in its best interest to stick to the regional culture with...