An unattended hotel shop still needs daily care, but it does not require the hotel to employ shop staff. Guests choose and pay for themselves; Selecta runs the operation. This guide explains who restocks, checks and maintains the mini market, and how reception and your hotel contact work with Selecta.
An unattended hotel shop, cared for daily by Selecta
Guests choose and pay themselves; Selecta does the shop work. Its own staff visit every day, seven days a week, and more often when needed. They handle replenishment, daily quality and expiry checks, shop cleaning and maintenance. This is Lobby Market’s standard service, rather than a list of duties for reception or housekeeping to take on.
Selecta schedules shop visits through its own service organization, independently of product suppliers’ visit schedules. The focus is maximum sales through stocked shelves, a relevant range and high service quality. Additional demand is met with appropriate replenishment and support. Daily visits are part of that approach; visit frequency is not reduced to save on routine service.
Restocking, daily checks and cleaning
Selecta takes care of recurring shop tasks. A well-maintained self-service store brings these responsibilities together:
- Restocking: replenish products according to demand and available stock in the shop.
- Quality checks: check product quality, expiry dates and refrigeration every day.
- Cleaning and maintenance: care for the shop and maintain its equipment.
- Range: use sales data and observations from daily visits to improve products and presentation.
Range optimization supports sales
Selecta combines sales data with its daily presence at your hotel. Which products run low at popular times? Which variants sell slowly? What do guests ask for? Its own operation can respond by adjusting stock, presentation and the range. The aim is a well-stocked lobby shop aligned with demand, with quality and sales as the priorities.
- Give popular products enough space and stock to serve late arrivals and demand peaks.
- Use underperforming shelf space for a more relevant flavour, portion or category instead of simply adding more items.
- Coordinate with existing F&B: takeaway products, a late meal or a travel essential can serve a different purpose from the restaurant menu.
What does the hotel team still do?
Selecta handles replenishment, daily shop checks, cleaning and maintenance. Their operating costs are included in the revenue-share model, with no separate standard service charge for the hotel. Your hotel does not need checkout shifts or replenishment rounds. Selecta also handles payments and reporting; the hotel receives its agreed sales percentage.
Your team remains the host. Reception can explain where the shop is and refer questions or faults to Selecta. A hotel contact discusses preferences, events and exceptional situations. This is coordination within the partnership, not a transfer of daily shop duties. Staff receive an introduction to the shop and the support contact when it opens.
Coordination without an extra shop rota
- Nominate a hotel contact to coordinate with Selecta and share relevant updates.
- At opening, explain how guests pay and how reception passes on a question or fault.
- Share planned events and changes in guest profile so Selecta can consider them in stock and range planning.
- Discuss recurring guest questions and service issues with Selecta; restocking, checks, cleaning and maintenance remain the operator’s responsibilities.
See how Selecta sets up and operates your Lobby Market to discuss the design, daily service and partnership. Your shop can start with a clear purpose alongside existing F&B and a way to keep improving its results.
What does this mean for your hotel income?
Your hotel receives an agreed revenue share; standard daily operation is included in Selecta’s model. The financial assessment also needs to distinguish new spending from purchases transferred from existing food and beverage outlets.
Read the guide to shop turnover, hotel income and financing for revenue share, additional sales and options without own capital. This separates the financial assessment from everyday responsibilities.
Questions about revenue without extra staff
Does the hotel need to hire extra staff for the lobby shop?
Not for daily shop duties. Selecta’s own staff handle replenishment, checks, cleaning and maintenance. Guests pay themselves. Reception can direct guests and pass questions on, without organizing a shop rota or refill rounds.
How often does Selecta visit?
Every day, seven days a week, and more often when needed. Selecta organizes visits through its own staff, independently of product suppliers’ visit schedules. Stocked shelves, quality and maximum sales are the priorities.
Does the hotel pay separately for daily operations?
No. Routine replenishment, daily checks, shop cleaning and maintenance are Selecta’s standard service within the revenue-share model. The hotel receives an agreed sales percentage and provides space and electricity. Building works or an own-capital contribution are discussed separately.
What does reception do with a shop question or fault?
Reception can guide guests and pass a question or fault to Selecta through the agreed contact route. The hotel team does not have to take over restocking rounds, cleaning or shop maintenance. Explain the contact arrangements at opening.
