By Chloe Aiello

Different customers contribute different levels of value to a brand ー so why not charge them different prices? That's the thinking behind Life House, a new hospitality group inspired by the direct-to-consumer business models of companies like Warby Parker.

Price is "not demographic-based, it's kind of contribution to the platform base," said Rami Zeidan, founder and CEO of Life House.

He said the company uses an algorithm that analyzes guests using factors that include: "your social media following, are you posting about us, are you a repeat guest, are you spending money on food and beverage, when you're booking, and where you're coming from."

That means when different guests book rooms at a Life House hotel, they will likely incur different costs at different times. But, not to worry, Zeidan said you probably won't pay more than your friends.

"If friends are sharing their promo codes and so on and so forth, that is kind of contributing to the community," he said. "So it's kind of this six degrees of separation: if your friend is part of our community, you are likely part of it as well."

Life House currently has two hotels up-and-running in South Beach and Little Havana, Florida. Both are decked in decor that Life House's website describes as "authentically unique to its locale," and include some unique features, like rooftop decks, a cafe that serves vegetables from its own garden, and suites that appear more akin to fancy bunk beds. Zeidan said the company also has 13 more properties under construction, with the goal to have several properties per market, with each located in a distinct "micro-neighborhood."

Life House draws inspiration from direct-to-consumer business models, or "offering experiential products, or services or experiences at a more affordable price," Zeidan said. And just like today's direct-to-consumer brands, Life House caters to a modern generation of consumer, or in this case, traveler.

But what makes selling hotel rooms different than selling, say, furniture, is the fact that rooms are perishable.

"The complexity is that it's perishable. If you don't sell a room tonight, you can't sell it again. And so there is a higher reliance on technology ... to kind of dis-intermediate the product and sell it at an affordable price," Zeidan said.

The aforementioned algorithm is a big part of that tech-reliance, as is a social networking app Life House developed for its travelers to connect with each other. Zeidan also emphasized that the company does its own marketing and booking.

But Zeidan stressed that Life House's physical product is as important as the technology powering it. Unlike Airbnb, it's not digital-only.

"What we've done differently is we own everything ... we develop the properties, we design the properties, we operate the food and beverage, so we own the entire value chain. If you think about a lifestyle hotel, people want a cohesive, locally-rooted experience, and so we control that experience. Whereas a true, 100 percent technology product is separated from it and doesn't really control the product," Zeidan said.