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"Velocity analytics" and "Anomaly detection" sound like cutting-edge tech, but these are just fancy names for basic common sense: watching your booking pace and noticing when something's off. The bigger issue is our industry's obsession with historical forecasting.

This is one of the greatest opportunities the hotel industry has ever faced. Forecasting should no longer be treated as a static spreadsheet, it's more like a live stock market dashboard, where dozens of variables are in motion and projections shift by the hour.

As a seasoned Revenue and Profit Optimization professional I would like to reitarate (which I have already expressed in my book Hospitality 2.0 and other publications): travel demand has always been uncertain, and history never repeats itself.

The industry average of 5-10% of total revenue makes sense for budgeting purposes. What's more important is HOW you spend your budget. Comparing a hotel's marketing budget ratio to Expedia is apples to oranges; hotels are in the service sector whereas OTAs are tech businesses.

According to HotelMarketingWorks.com, most hotels allocate between 4-8% of their total revenue for marketing activities. New hotels: 10% of projected revenue Established properties: 4-6% of actual revenue Luxury hotels: Up to 8% of revenue Seasonal adjustments are also recommended as follows: High Season: Increase budget by 20-30% Shoulder Season: Maintain regular budget Low Season: Reduce budget by 20-30% or redirect to advance bookings

The question of what percentage of total revenue should hoteliers be spending on marketing should not be answered by comparing with OTA, but rather by looking at product lifecycle and corporate goals. By product lifecycle, we mean where the hotel is standing in terms of lifetime existence: launching stage, early growth, maturity, descaling or declining?

“Facing sustainability deprioritization?” I think the concern is justified since a large section of the hospitality sector has traditionally operated on a ‘compliance-first’ approach when it comes down to sustainability commitments.

The delay to the CSRD may offer temporary regulatory breathing space, but it highlights a deeper truth: sustainability in hospitality and tourism must not depend solely on government mandates. If our industry remains reactive, driven only by compliance, we risk falling environmentally, socially, and economically behind.

Indeed, there is a real risk that goals driven by political ambition, political agenda in the best sense of the word, may be deprioritised. I recently wrote a piece titled "Where Do We Stand Now?" to better understand the current state of play.

About 18 months ago, some people on LinkedIn touted that Conversational Interfaces would kill off websites. Current status? Tumbleweed. Visuals sell things, text supports. Websites enable owners to portray their brand and products/services as they see fit.

The rapid advancement of AI, especially agentic technologies, is fundamentally changing hotel distribution and guest engagement. Recent data shows that only about 25% of AI-generated hotel information now comes from hotel websites; the rest is sourced from OTAs, public databases, and proprietary data.

I don't believe AI will make hotel websites obsolete. If we learn anything from the past, every obstacle creates opportunity. Technology's direction isn't a single script; there are multiple paths and approaches. Where a problem needs to be solved, a tool will emerge to solve it.

What's always amazed me is the lack of real-time coordination between the hotel and dining teams in terms of already knowing guest preferences the moment they identify themselves at the restaurant host station. Precisely because there isn't typically quick coordination between these two silos, that leaves a ton of room for wow moments that technology can execute in an automated, scalable and real-time manner.

Seamless Data: The Truth About Why Your Organization Isn't There Yet In the dynamic landscape of hospitality, the growing momentum towards unified hotel technology and seamless data flow across departments and guest touchpoints is undeniable.

The idea of crafting experiences around a centralized, real-time guest profile represents more than a technical upgrade; it signals a paradigm shift. We are moving from an analog conception of hospitality to a computational one, where data no longer serves the experience but is the experience.

This is ongoing learning, as LLMs continue to learn. But GEO is built on top of SEO. It has to get its knowledge from somewhere. It means UCG (ie reviews) is more important, specific content is more important and understanding your target market is more important.

I work with many hoteliers and when it comes to the topic of online discovery, the first question I ask is: have you tried to search for your property, or lodging in your area, on different AI tools lately? It's quite surprising how so few have done it.

The speed of change is extraordinary! This rapid shift to AI summaries and conversational search marks a critical turning point for hotel content. Simple keyword-stuffing is ending; AI thrives on deep context and relationships, not raw data.