How Mangalis’ investment model is changing regional hotel business, narratives

In the last decade, the capital cities of most Francophone West African countries have been witnessing the rise of a new hospitality chain; a very indigenous one for that matter.

As well, business and leisure travellers to most of these capital cities are increasingly being drawn by the offerings of the new entrant, which seem different.

Obviously, the Mangalis Hotel Group has come to stay, amid impacts being felt by the guests and the industry at large.

Today, with seven hotels across three distinctive brands in four West African countries, amid exciting pipeline projects and planned expansion beyond Francophone countries, the Mangalis Hotel Group is a leading regional player in the hospitality industry.

The pan-African hotel company, which started in Dakar, Senegal, is also changing stereotypes and democratising accommodation offerings with its three brands: Noom, Seen and Yaas, ranging from luxury to budget.

While Noom Hotels is at the top end of the market, Seen Hotels in the mid-range and Yaas Hotels is on the budget lifestyle side.

As Olivier Jacquin, who served as chief executive officer of the group from 2014 to 2020, once said in an interview, the Mangalis comes with a difference, which has been obvious since the opening of its first hotel in West Africa: to democratise quality service, facilities, accommodation and experience offerings for the guests.

Also, its ideal locations are a huge boost to the fast growth of the group, which mainly targets business travellers in West Africa’s capitals and major economic centres.

From Noom, Seen and to Yaas, the Mangalis Group attracts travellers looking for hotels that combine a real lifestyle with accommodation that lives up to their expectations in terms of comfort.

Apart from the above, its quality catering, state-of-the-art technology and security, stands out the group across the locations it operates.

Currently, the group’s portfolio includes: four Noon hotels: Noon Hotel Conakry, Guinea; Noon Hotel Dakar Sea Plaza, Senegal, a member of Radisson Individuals; Noon Hotel Abidjan Plateau, Côte d’Ivoire; and Noon Hotel, Niamey, Niger Republic.

Also two Seen hotels: Seen Hotel Abidjan Plateau; and Seen RanHotel Bouaké, Côte d’Ivoire and one Yaas brand, Yaas Hotel Almadies Dakar, Senegal.

Again, the competitive pricing for rooms and other offerings across the three brands has endeared guests to the group, as this is in line with its policy of finding room for any guest as an unsold room, half empty bar and lounge and few diners in the restaurant all translate to loss of revenue.

Its commitment to source materials locally has also kept its inventory and budget moderate, save huge foreign exchange and most importantly, empowers local entrepreneurs in the agriculture, food and beverages value chain.

With the increasing presence, the group’s brands are no longer less known to business travellers, they are now sought-after in the various cities they are located. As well, the guests have the option of paying for services with the currency of their choice, whether local or foreign as long as it is a recognised legal tender.

Reviewing the group and its brands, Idi Baro, a Gambian-born hospitality expert, expressed excitement over what the group has become from just one hotel a few years ago.

According to him, the Mangalis have joined other 100% indigenous African players, like Azalai and Onomo, which develop and offer networks of quality three-star and four-star hotels that give foreign brands a run for their money.

“I have stayed in their hotels in Dakar and Abidjan. I enjoyed the high standards of their facilities and especially service,” Baro, who works in the East African hospitality space, confessed.

The likes of Mangalis, Onomo and Azalai, according to him, are what the African hospitality industry needs to change the narrative that quality is domiciled only in foreign branded hotels and to upscale infrastructure, close skills gaps, empower Africans and grow economies.

“With these indigenous brands, we will curb capital flight as less would be paid to foreign brands as franchise, management fees and other charges in hard currencies that drain our profit,” he said.

As well, Yemi Olabode, a Nigerian-born hotel expert, commended the group’s model, saying that it is well-thought-out, simple and inclusive.

“I stayed at Seen Hotel Abidjan Plateau during an investment summit hosted by the African Development Bank in 2023.

“I love the concept. It is simply unique and no copying of any brand, just uniquely Mangalis.

I was also surprised at how competitive the rates are when compared with hotels of the same standard here and elswhere in West Africa. The investment model is impressive. The owners went for a simple, low, but quality option,” he said.

Some also attribute the success of the group to its ability to see the shortfall in budget and mid-range segments and also sustained investments to close the gaps.

According to Baro, the group saw a gap, invested in closing it and is reaping from its investments today.

“For decades, high-end hotels dominated the West African hotel market, leaving out middle-class and low budget guests.

The Mangalis has shown an example of how to address such gap issues with its brands, especially Seen and Yaas, which for me, are simple, yet very quality offerings,” Baro said.

In the same vein, Olabode thinks that the group’s inclusive model has drawn more African business travellers to its hotels.

“It was Protea Group that started the cheaper and inclusive model in Nigeria before the big brands saw the need to introduce their mid-range segments. We want more of this model to make our hotel market more competitive,” he said.

But the group is taking its expansion drive seriously with actions following its planned projects.

Recently, it expanded to four brands with the introduction of Noom Residences Collection, a refined collection of oceanfront villas and apartments, crafted for those who cherish privacy, generous space, and understated luxury.

The new project, which is the first of many in the pipeline, is set beside Noom Hotel Dakar Sea Plaza in Senegal.

The group also unveiled Casa del Toro, a new reference in experiential luxury, which is set in Petite Côte – Nguékhokh, also in Senegal.

Beyond the above, the group also has pipeline projects in Benin Republic, and Congo, while looking to expand presence in Anglophone West Africa starting with Nigeria, Ghana and Gambia in the near future.

Meanwhile, the group always recalls its days of little beginning with nostalgia, while giving credit to the Teyliom Group, its parent company, for taking the risk and a huge bet on the hospitality industry in West Africa.

According to José Maria Torras Mercader, group financial director, Mangalis Hotel Group, the group, which started as a mobile-phone company, began with one hotel, the Radisson Blu Dakar. Today, that first hotel is now the 241-room Noom Hotel Dakar Sea Plaza, which is affiliated with the Radisson Individuals brand.

“We started in 2012 and now have seven hotels, with five of them owned, two with third-party management contracts and five in the pipeline, two to open soon in The Democratic Republic of Congo and Senegal,” Torras Mercader said.

Despite the impressive growth, the group is not relenting in its push to change the West African hospitality landscape, starting with Francophone countries.

The group urged West African business and even leisure travellers to visit any Noom, Seen or Yaas brand on their trips for a taste of the Mangalis.

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