Rethinking Alpine hospitality
INTERVIEW WITH Sepp Schwaiger, Owner and Managing Director
Eder Hotels GmbH in Maria Alm, Austria, has evolved from a traditional family business. Like many Alpine hotels, it has been shaped by strong seasonality, investment backlogs and ongoing transformation. Today, it presents itself as a modern, multi-faceted hospital ity group – firmly rooted in its family origins. At the center of this development is Sepp Schwaiger, who has consistently placed people first: guests, employees and family alike. This human-centered mindset, combined with the courage to embrace change, continues to shape the company’s identity today.
For many traditional hotels in the Alps, long-term success is far from guaranteed. Fluctuating demand, rising guest expectations and the need for continuous investment create a demanding environment – especially for family-run businesses, where tradition and transformation must go hand in hand. Against this backdrop, Eder Hotels has followed its own path. When Sepp Schwaiger took over the family business, a third generation operation, he quickly realized that continuity alone would not be enough. “Of course, I was grateful for the opportunity to continue what my grandparents had built,” he says. “At the same time, I could clearly see where change was needed. Standing still was never an option.”
Rethinking the model
Rather than accepting the limitations of a highly seasonal operation, Mr. Schwaiger set out to reshape the model. Continuous investment, expansion and a clear focus on quality have transformed the business into a group of distinct yet connected properties. “There has not been a single year without investment,” he says. “Growth was necessary to achieve the level of quality our guests expect.” Today, several hotels and apartments operate side by side, each addressing specific target groups – from families to adults-only guests. This diversification was a deliberate strategic move. “We didn’t want to depend on just one type of guest,” the managing director explains. “By creating different concepts, we became more resilient and more stable throughout the year.”
Turning crisis into opportunity
While the industry came to a standstill during the COVID-19 pandemic, Eder Hotels used the time to reposition itself. “Rather than a phase of waiting, it proved to be a window of opportunity,” Mr. Schwaiger puts it. “We developed the family hotel concept EdeR FriDA, combining the family name with ‘Tante Frida’ and centred on a brand world built around a fictional character and storytelling for children.” This step reflects a broader shift in thinking: Eder Hotels no longer sees itself as simply a provider of accommodation, but as a creator of experiences – particularly for families. The aim is to extend the brand beyond the physical hotel. “If you want to build a strong brand today, you have to think beyond the classic product,” adds Mr. Schwaiger.
A village, not a resort
A defining feature of the concept is its location strategy. Instead of business building a closed resort, the hotels are integrated into the village itself, reflecting Mr. Schwaiger’s conviction that they are not set apart, but part of a real village with everyday life. Each property has its own identity, yet all con tribute to a shared experience rooted in authenticity. This philosophy is closely linked to the company’s core values. “Hospitality, honesty and quality – that is our DNA,” the managing director explains. Guests are not just customers, but part of an environment shaped by people, culture and place. “People are looking for something real,” he adds. “And that is exactly what we want to offer.”
People at the center
The human aspect is central to the company’s development. With around 200 employees from 25 countries, Eder Hotels reflects the increasing internationalization of the hospitality sector. At the same time, strong emphasis is placed on integration and responsibility. “We see ourselves as responsible for creating a home for our employees,” says Mr. Schwaiger. Significant investments have therefore been made in staff accommodation and working conditions. Many employees stay long-term and become part of what feels like an extended fam ily. “Some of them have found a new home here,” he notes. “And that creates a very special atmosphere – for us and for our guests.”
Staying grounded
The next phase of development is already underway. Plans include a new building combining parking, event spaces and facilities for health, fitness and indoor activities to strengthen off-season business. At the same time, digitalization is becoming increasingly important, helping the company stay connected with guests beyond their stay and focusing on personalization and communication. International markets such as the UK and Benelux countries are also gaining relevance. Yet despite all expansion plans, one principle remains unchanged. “Success must never come at the expense of the family,” Mr. Schwaiger emphasizes. His personal motivation is clear: “I am grateful for what we have built together. What matters most is that this remains a place where people can grow – professionally and personally.”