Community-driven hospitality: a boutique hotel’s model for sustainable growth

Purpose This paper aims to highlight a replicable model of sustainable hospitality that integrates social, economic and environmental impact in a heritage tourism context. It examines how a boutique hotel enterprise in the Medina of Tunis reinvests profits locally, sources from informal suppliers and designs immersive guest experiences to drive both profitability and community revitalization. Design/methodology/approach The study is based on fieldwork conducted during a Fulbright Specialist assignment and draws on qualitative observation and practitioner collaboration. The operational model of Dar Ben Gacem is used as a case example to extract actionable insights applicable to hospitality professionals in under-resourced or culturally rich urban areas. Findings The hotel's approach centered on neighborhood hiring, community-based cultural programming and profit reinvestment has led to increased guest stays, stronger staff retention and measurable improvements in local economic engagement. The paper provides detailed strategies for implementing similar practices in boutique and independent hospitality operations. Originality/value This paper offers a unique perspective by focusing on hospitality practices that emerge from within informal economies and heritage preservation efforts, rather than from top-down industry standards. It bridges the gap between sustainable tourism theory and day-to-day operations, providing actionable, real-world guidance for hospitality leaders aiming to balance profit with place-based impact.