The hotel sector has reviewed big changes, as higher requirements on independent hotels have been set. In order to be able to compete with big hotel chains, it is no longer sufficient to only use the 4P of marketing mix, it is also required a bigger focus on the personnel. Trained and service aimed employees are service companies' intangible assets and they become more important. Globalisation and internationalisation has however contributed to that the labor market has become more open, and employees easier can compare employment conditions or change job.

The aim of this essay is to analyze and to evaluate conditions for the internal marketing at independent hotels, in order to be able to achieve employee loyalty. The essay builds on a comparison between managers' and employees' views about internal marketing.

A qualitative hermeneutical study has been used in order to be able to analyze and evaluate conditions for the independent hotels' internal marketing. Four interviews with the independent hotels' employees and three interviews with hotels' managers have been implemented.

The conclusion is that such factors as a good work environment and salary cannot contribute to that loyalty can be achieved. These factors, on the other hand, can prevent dissatisfaction with the work. It is independent hotels' investment on factors like development opportunities, managers' support and employee participation in decision making that increase the opportunities to achieve loyal employees.