The Courtyard by Marriott in High Point, NC isn’t the newest hotel in a system of 750-plus U.S. properties. Nor has it yet received the radical design makeover the chain instituted last year and a growing number of Courtyards have adopted. Yet the 107-room suburban property in a small southern city has what no other Courtyard can claim: the designation as the 2008 Hotel of the Year in North America.

Kevin Archer may be the general manager and director of business development at the hotel, but he calls himself the “credit manager” because, as he says, the credit for the honor goes to him, although “our team really won it, and they deserve all the credit.”

The enthusiastic Archer comes off as part cheerleader, part philosopher as he explains how his property ranked tops in both guest satisfaction and quality assurance scores. His explanation is not hard to explain but difficult to achieve. The secrets, he says, are a culture of customer service, constant attention to detail and dedication to community service.

“We lead by example and continually motivate, recognize and appreciate our staff,” he says. “Meeting guest expectations is not acceptable; exceeding them at every turn is our daily goal.”

Since opening in 2003, the property has had consistently high guest satisfaction scores. On last year’s survey, nine out of 10 guests rated their stays as “very satisfying.” The survey covers customer service, business amenities, in-room comfort, cleanliness, location and overall experience.

About the only credit Archer will acknowledge was his insight in hiring the right department heads, several of whom have been in their slots since the property opened. Prior to opening (he was named GM about a year before), he used his networking skills within the Marriott organization and the local hotel and business community to identify the right leaders for the property. He’s applied these skills to hiring all associates and, as a result, the property has very low levels of turnover.

Another asset, says Archer, are owners Reg and Pat Poteat, who take an active role in the property without “micromanaging. There is good balance. Reg and Pat are often onsite, at least once a month, and I’m in constant contact with Reg to discuss the P&L, staffing and other issues. They constantly look for ways to provide the resources we need to succeed.”

Community involvement is another important strategy for the hotel, which regularly supports local organizations through donations and other means. The hotel donated towels to local swim club that was providing free swim lessons to members of the Boys & Girls Club and partnered with another group that helps developmentally disabled high school students learn about employment in the hospitality industry. Archer is also active in community endeavors, serving on the boards of the local CVB and Big Brothers/Big Sisters.

A renovation project originally planned for later this year has been pushed into 2010, both as a result of the down economy and the success the property has had in terms of guest satisfaction. Even new competition doesn’t scare Archer.

“A new Courtyard opened about seven miles down the road, and I’m sure some of our customers will try it, but they’ll come back to us,” he says. “That property has the new look and new furnishings and design, but guests spend a lot of hours with the lights out, so how much does all that matter? At the end of the day, they’ll return here because of our unmatched customer service.”

Despite the confidence and high marks from customers, the High Point Courtyard has also felt the effects of the economic slump. Business is off about 10 percent, which Archer equates to 12 less rooms sold every night. “It doesn’t sound like a lot, but it adds up over time,” he says. “We’re 2,100-plus roomnights behind last year’s performance and we’re only half-way through the year.”

Like most operators, Archer has done some belt-tightening during the current downturn. But unlike many properties and businesses, he’s resisted cutting staff. Instead, he’s reduced some employee hours, meaning he and other department heads are working more front-desk and other line-level shifts. Another approach was to ask each of the hotel’s vendors to reconsider their pricing.

“Most all of them responded to our requests, and in some ways this situation has been a good thing for us,” says Archer. “Sometimes when business is good, it’s easy to take these areas (vendor negotiations) for granted. But when you break them down and analyze these contracts, you can usually find opportunities for improvement.”