Asia Pacific - Latest

We are entering a defining era for wellness one shaped not only by global change, but by a profound shift in how people value their health, time, and quality of life. Wellness is no longer an amenity; it is becoming the foundation of modern living.Throughout my career, I’ve seen our industry evolve from offering moments of escape to creating pathways for longevity, resilience, and transformation.

It was inevitable that every hotel brand would figure out that wellness can be a huge revenue stream that also complements GRR. Hence, the biggest challenge is maintaining or growing "saliency" of a brand's wellness programs.For those who haven't studied psychology, salience is the word to describe what's top of mind, neurologically speaking, or actively being focused on by the brain's electrical networks.

The number one challenge is that wellness behavior has evolved faster than spa operating models—and as a result, the spa is no longer the primary gateway to wellness; it is one of many.Consumers are engaging in wellness more frequently through fitness, recovery, longevity clinics, and local access models, but much of that engagement is happening outside the hotel spa.

Optimising AI literacy in F&B operations starts with a simple principle: buying technology is not the same as building capability.Too many operators still approach AI as a procurement exercise rather than an operational transformation discipline.

AI investments in F&B deliver value only when adoption is treated as seriously as the technology. The implementation gap is rarely caused by weak tools. It is usually caused by weak translation between strategy, tech implementation and frontline execution.

AI literacy in F&B does not start with tools. It starts with understanding what the operation actually produces.Most teams I see try to adopt AI before they can even describe what their workflow does step by step – mostly for the lack of SOP.