The Big Picture: Holiday Inn Unveils
“Keycard Hotel”
Challenge
Holiday Inn was in the midst of a $1 billion global relaunch to refresh more than 3,300 properties and redefine the guest experience for a new generation of travelers. The challenge: how to bring this massive transformation to life in a way that was both tangible and talkable, turning a familiar, everyday brand element into an extraordinary expression of innovation, consistency, and renewal that would capture global media attention and reenergize perceptions of the Holiday Inn brand.
Solution
Holiday Inn transformed its most recognizable symbol—the key card—into the ultimate representation of its brand relaunch. Partnering with world record–holding cardstacker Bryan Berg, the brand built an entire life-sized hotel room in New York City made entirely of Holiday Inn key cards. The 400-square-foot “Key Card Hotel” served as a striking visual metaphor for the relaunch—showcasing craftsmanship, attention to detail, and the renewed strength of the brand—while generating widespread media coverage and social buzz that brought the $1 billion renovation story to life.
Key actions included:
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Partnered with world record–holding cardstacker Bryan Berg to design and construct the world’s first hotel made entirely of key cards.
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Built a full-scale, 400 sq. ft. hotel room—including a bedroom, bathroom, and lobby—using more than 200,000 Holiday Inn key cards.
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Positioned the installation in New York City to maximize visibility, media attendance, and public engagement.
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Integrated the stunt into the global relaunch narrative to symbolize craftsmanship, consistency, and renewal across 3,300 hotels worldwide.
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Activated press and social campaigns highlighting the creativity and scale of the build, resulting in global media coverage and viral sharing.
Results
The campaign transformed brand perception with cutomers.
In properties that completed the upgrades (new signage, refurbishments, new branding, etc.), Holiday Inn saw a 7% increase in revenue per available room (RevPAR).
The relaunch program resulted in RevPAR outperformance in the range of 3–7% over control (non-refreshed) hotels.
Compared to its competitive set, Holiday Inn’s RevPAR rose 36% above the midscale hotels with food & beverage offerings, while Holiday Inn Express achieved 20% higher RevPAR compared to the midscale segment without F&B.