How SNO Hotels Turned a 500-Mile Pilgrimage Route Into a Business Model

Ana Sanchez

Operations Director · SNÖ Hotels

Ana Sanchez joined SNÖ Hotels around six years ago and has been part of the company's growth from a single ski resort concept into a multi-market portfolio across Spain. SNÖ Hotels was founded by a CEO with deep roots in ski resort management - starting with properties in the Pyrenees and later expanding to Galicia with hotels along the Camino de Santiago route. Ana works across both markets, managing the commercial and operational challenges of serving completely different guest profiles under one brand.

May 6, 202623 min

Key Takeaways

  • We are not the experience - we are the complement. The real experience is the ski or the Camino de Santiago. Our job is to be there when the client needs us: the spa, a good meal after a long walk, or someone to handle luggage for the next stage of the route.
  • In Spain, ski resorts are not self-contained like in America. There are many players involved - ski lifts, restaurants, rental shops, hotels. Knowing the market well enough to complete the experience for the guest is our actual value.
  • Booking.com limits the words you can use to describe yourself. If guests visit your website after finding you on Booking.com and discover the full picture - plus a small extra benefit like flexible checkout or free parking - some of them will book with you directly.
  • Pricing is not everything. A guest who pays less can be more demanding and still be unsatisfied. A guest who gets a bit more - in service, in experience - and has a great stay will recommend you. That recommendation is worth more than the margin on a discount.
  • Our main challenge is that our markets are so different - ski versus Camino - with such different demand patterns that we are constantly adapting pricing and services across all hotels at the same time. That multi-market insight is the hardest thing to have at once.

Ana Sanchez oversees a portfolio of ski and nature hotels across Spain under the SNÖ Hotels brand - from beginners' ski resorts in the Pyrenees to properties along the Camino de Santiago route in Galicia. The two markets could not be more different: one driven by powder days and ski lift packages, the other by a centuries-old pilgrimage that has become a modern wellness trend. In this conversation, she explains how SNÖ navigates multi-market demand volatility, why she thinks OTA commissions are fair but direct bookings offer something platforms cannot, and what it means to be a complement to the experience rather than the experience itself. She also covers how post-COVID and geopolitical uncertainty have reshaped where people choose to travel, and why pricing is the wrong battle to win.

The people that come to visit us are searching for self-discovery in the ski, for self-improvement. In Galicia, the Camino is like a walking meditation. The key for us is being there when the client needs us, because the real experience is enjoying the nature.

Ana Sanchez, SNÖ Hotels

For me, pricing is not everything. A guest that pays a lot less can have so much expectation and not be satisfied anyway. If you give the guest a little more - maybe services, maybe experience - and they have a nice stay and they recommend you, that is worth more.

Ana Sanchez, SNÖ Hotels

Transcript

Vlad: Hello, everyone. In today's episode we have a new guest - Ana. We are more than happy to talk about where the market is going. There is a lot of noise, a lot of things changing, and we are curious about Ana's opinion. Ana, thank you so much for being our guest today.

Ana: Thank you for inviting me. I'm fine.

Vlad: Amazing. It's almost summer and people are busy. Ana, for those with no context about you and the company - quick intro. Who are you, what are you doing, and why should people visit your hotels?

Ana: SNÖ Hotels is a company born around seven years ago. The CEO is very passionate about skiing and wanted to join his passion with his work. He started by building connections in the hotel world - first as a commercial lead at famous ski resorts in Andorra, then he approached hotels differently. He started the company with projects in different parts of the Pyrenees, mostly the Catalonian Pyrenees but also in Aragon. I joined around six years ago through contacts in common. When we started working together, there were only ski resort destinations. After that, we started growing in Galicia. The CEO understands the market deeply because he is a ski lover and he loves nature. The approach we take with guests is to understand their needs and help them enjoy the experience of nature. In America, ski resorts are like a whole - ski lifts, restaurants, hotels, everything together. In Spain it is not like that. You have to know the market to complete the experience for the guests because there are many players: the ski resorts, the restaurants, the rental shops. We offer the experience of pulling it together - that is our value. We include a lot of groups of beginners, who grow with us and keep coming back because they like the way we manage the ski world. Now in Galicia it is a very different market and a very different target.

Vlad: What is the Camino de Santiago?

Ana: For many, many years it was something like a route - you had to cross all of Spain to reach the cathedral in Santiago. People who completed it received a certificate. It is like a walking meditation. It has existed for centuries. But now it is trending again because you get to see beautiful landscapes and you meet many people along the way. There is a real vibe to it. That is our main target in Galicia because our hotels are based on or near the route. It is a great experience - I recommend it.

Vlad: I love Spain. I am planning to travel there this summer. Everyone talks about Dubai and luxury, but Spain is something different.

Ana: All of our hotels are near experiences. The people that come visit us are searching for a piece of nature, for self-improvement in skiing or the Camino. You are invited whenever you want.

Vlad: From your perspective, what is going on with the market right now? Some people rely on Booking.com or Airbnb, some are trying to go more direct. What are your thoughts?

Ana: The market is evolving and changing constantly. The major crisis in tourism was COVID. After that, people are not consuming the same things. They are not reserving in the same places they used to. And now, because of the war, many people do not dare to travel far. They are looking for places that are safe. Also, there are a lot of people searching through artificial intelligence now, which is a challenge for us to meet their research expectations. We have guests who are 80 years old and not used to anything digital - they are not on metasearch, not on apps. And we also have young guests searching through many platforms, metasearch, and AI tools. There is a variety of things coming together right now. Booking.com is at its highest. Airbnb is maybe changing a little - in Spain there are now many regulations to limit holiday rentals because cities like Barcelona had a housing problem from apartments being rented only on Airbnb. This is making it difficult for Airbnb to grow there. And tour operators are facing the same challenge: a variety of people searching for travel in completely different ways. Some are tech-savvy, some are not. You have to adapt to all of them at once, and that is difficult. We are working to sell more directly through our own website. But it is not easy. For example, in ski resorts, if you want to bundle ski lifts, hotel, rental, and lessons, you have to build a package. We try to keep that bundled offer our own. But the market keeps evolving and we have to keep up.

Vlad: One hundred percent. Everything changes constantly. Teams also need to keep adapting. And I'm curious - you mentioned AI and LLMs. When I travel I book hotels directly, not Airbnb. I feel safer with a hotel.

Ana: The stories are real. When someone rents only one or two apartments privately and is not a professional, they might not have the tools to handle unexpected problems properly - a plumbing issue on the street, no running water in the building. Professionals in hospitality have the systems and experience to manage those moments. A private individual renting out one apartment may not.

Vlad: What is harder about direct booking? People sometimes don't know a specific hotel exists until they see it on TikTok or a platform. How do you get them to come to your website?

Ana: I think OTA commissions are fair because they do their job. They have a huge platform, a lot of visibility, and people trust them. Building that trust is not easy. Being present across so many countries is not easy either. But the goal for a hotelier is to create some difference from what Booking.com shows. We try to give a plus to guests who find us through OTAs and then visit our website. Maybe flexible checkout if we have availability, maybe free parking. That small extra can make them stay with us directly. Also, one thing that I think works in our favour is that Booking.com limits how much space you have to describe yourself. You have limited words. If guests come to our website and find all the information - and find that small plus - some of them will book directly.

Vlad: It does feel like a price-only battle on OTAs. People are just comparing nightly rates.

Ana: But for me, pricing is not everything. A guest that pays a lot less can have enormous expectations and still not be satisfied. If you focus on the guests who are your real target and give them a little more - services, experience, anything - and they have a nice stay and recommend you, that is worth more than winning on price. The recommendation is the real gain.

Vlad: Absolutely. People forget to enjoy the moment. They are constantly thinking about price. But you go there to feel good.

Ana: Yes, but sometimes guests need a small push. If the people around them at the destination say: look at this, you can do this and that, this will fit you - with that extra encouragement they might buy something they did not expect but love.

Vlad: Ana, if you had a magic wand and one wish - what operational problem would you remove?

Ana: It is a difficult one. I do not think the problem is having contact with guests - that is when you understand them best and can satisfy their needs better. For me, the major inconvenience at SNÖ Hotels is that the markets we play in are so different, with such different demand patterns, that we are constantly trying to adapt. The times when demand is low or high are not similar across any of our hotels. We are constantly going up and down, searching for the right moment to do the right pricing. My wish would be: I want the insight across all hotels at once.

Vlad: That is a great wish. Ana, how would you describe your hotels as an experience to someone watching who wants to find somewhere to feel better?

Ana: We are the complement. The people that come visit us are searching for self-discovery in skiing or for self-improvement on the slopes. In Galicia, the Camino de Santiago is like a walking meditation. People who complete it - which takes about a month - are rediscovering themselves. What we do is complement that experience by giving them what they need: the spa, a good meal after a long walk, or someone to take care of their luggage for the next stage of the route. The key for us is being there when the client needs us, because the real experience is enjoying the nature.

Vlad: Where can people find more about you and the hotels?

Ana: Our website is snohotels.com. For me personally, I am on LinkedIn - if anyone wants to connect, feel free to reach out. We are glad to make new contacts. You have to keep evolving and keeping up with new technologies to be ready for new opportunities and keep in touch with clients.

Vlad: Ana, thank you so much for being our guest today. For everyone watching, links to Ana's LinkedIn and the SNÖ Hotels website are in the description. If you want a great experience in nature - whether skiing in the Pyrenees or walking the Camino - you know where to go.

Ana: You are very invited to our hotels whenever it suits you. Thank you.

Questions from this episode

By understanding that each market has its own demand rhythm, its own guest profile, and its own definition of a good stay. Ski resort guests in the Pyrenees are often beginners building a skill; they grow with the brand and return. Camino de Santiago guests in Galicia are looking for something closer to a walking meditation - solitude, nature, and a sense of personal progress. SNÖ Hotels positions itself as the complement to each experience rather than the centre of it, providing exactly what each guest needs at each stage without trying to own the whole journey.
OTA platforms are limited in how much a hotel can say about itself - there is a cap on words, images, and context. Guests who visit the hotel website directly after seeing it on Booking.com get the full picture. SNÖ Hotels uses that visit to offer a small but concrete extra - flexible checkout, free parking, or an included service - that the OTA listing cannot show. This is what converts browsing into direct booking. The OTA commission is fair because the platform does real distribution work, but the goal is to give guests one more reason to stay with you on the way out of it.
Post-COVID, people are not reserving in the same places or in the same way. Geopolitical uncertainty has made travellers cautious about destinations they perceive as unsafe or far from home. There is also a wider range of search behaviour - some guests are 80 years old and not online at all, relying on travel agents or phone calls; others are young and searching through AI tools and metasearch engines. Hotels have to serve both ends of that spectrum at the same time, which is the real operational challenge of the current market.
By being the complement rather than the competition. In Spain, ski resorts are not self-contained - unlike American resorts that bundle ski lifts, hotels, restaurants, and rentals into one campus. Spanish mountain and nature hotels need partners. SNÖ Hotels knows its local market well enough to connect guests to all the pieces of the experience: ski schools, lift passes, rental shops, restaurants nearby. That local knowledge and network is the differentiation that a large branded resort without those roots cannot easily replicate.

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