Revinate webinar explores how unified guest data drives repeat bookings, featuring Casa de Campo's success with VIP guest segmentation.
Specific to the thrust of Max's question, in this context we are referring to search/find from the booking/transaction perspective. In that light...For me it is the next generation of search.Depending upon the user, we can now be far more specific with the input to get more targeted output.We will be able to speak and converse, which is more natural and a next gen over multiple queries or filters.I do believe that when the buying time comes after the research phase the customer will still 'come' to the point of booking.
The Internet enabled you to find things yourself. Agentic AI will do everything for you. That’s why it’s: Much bigger than blockchain or the metaverse. And closer to how big the Internet was.
The Cloudbeds data is striking, but let’s be honest — a 21.8% OTA cancellation rate isn’t just a distribution problem. It’s a relationship problem. OTA bookers aren’t disloyal by nature; they’re simply responding rationally to a system that hotels helped create. When a guest can book a hotel through five channels and find five slightly different prices, they begin to treat their reservation like a placeholder, not a commitment.
What can hotels do to decrease their cancellation rates? Maintain Rate Parity! If travelers find a lower rate for your hotel on the OTAs, they can cancel their direct booking and be tempted to book your hotel on the OTA or be lured away by a competitor with lower rate or better value. Maintain Market Parity!
High cancellation rates – particularly for OTA bookings – are a growing challenge for hotels. They make planning harder, put pressure on rates, and often lead to last‑minute discounting that hurts overall performance.
The Hard Rock Hotel New York is clearly adapting to Gen Z’s modern view of luxury, shifting away from traditional extravagance and toward immersive experiences, personalization, creativity, and visually compelling spaces. The hotel delivers this through music‑infused amenities, rooftop social environments, bold design, and cultural programming that make the stay feel expressive and memorable.
I think we mustn't confuse luxury with lifestyle. Gen Z's are currently in the 14-29 yr old range and there will be an extremely small percentage of them with the financial clout to enter into the luxury segment. Either way, hotels need to be tech-savvy, from their marketing approach to their services & facilities on offer.
Gen Z is reframing luxury. True luxury evolves to intention, cultural relevance, and emotional resonance, not by traditional symbols of status. They look for brands that know who they are, operate with purpose, and deliver experiences that feel crafted rather than standardized.The hotels that connect with this generation are those capable of offering high‑touch personalization with seamless, low‑friction operations, while staying authentic to their heritage.
Guest preferences for automation vary significantly by region. Business heavy markets in Europe and North America lean toward automation, while the Gulf and Far East tend to favor human interaction, partly driven by lower trust in technology.Regardless of hotel tier, certain roles will always remain in human hands, e.g., chefs, spa therapists, maintenance engineers, duty managers, and any function centred on safety, emotional intelligence, or complex judgment.
Replace - very junior level "support" roles who mainly answer "how do I do this" type of questions. AI agents will be trained on SOPs and do this. Help desk staff can be reduced or upskilled for more complex work.Reshape - Contact Center Agents: As above, simple questions can be answered by AI Agents, and an AI powered PBX will answer the phone for high volume restaurants and make the bookings on a phone call via integration to table booking system, and send confirmation by SMS or WhatsApp.
AI won’t replace hospitality, but it will reduce the number of people needed to run it.In the next 3 years, we’ll see 30–60% productivity gains across call centers, guest messaging, revenue management, distribution, loyalty, back office, and even parts of development.This is not just automation, it’s a redefinition of roles.
Today, global hospitality leader Hilton (NYSE: HLT) announced the signing of a franchise agreement with B.P.G. LTD. for the new-build Paradise Breeze Nassau. Expected to open in 2028, Paradise Breeze will join Curio Collection by Hilton, a global portfolio of nearly 200 distinct, hand-picked hotels and resorts. The signing marks the debut of the Curio Collection brand in The Bahamas and Hilton’s return to the island, a significant milestone in the company’s ambitious growth plans in the region.
OpenAI just admitted what Google already learned with "Book on Google" back in 2022: people use AI to discover, not to buy. I fully agree with Simone the reason is structural, not technical. A hotel booking is not a single transaction.
Conversational platforms will complete bookings, but not by simplifying hospitality's complexity. They will succeed when they can orchestrate it. Today a single reservation touches PMS, CRS, channel management, payment processing, cancellation logic etc.
I’d agree. A retail transaction, even a high value one, is much simpler than a hotel or flight booking. Shopify is a top retail IBE, but its funnel is much simpler (view products, select product, pick colour, select size SMLXL, add to basket, add an upsell box of chocs, set delivery address, etc), than the well-converting IBEs in hospitality like Journey, Net Affinity, P3, Profit Room, Allora etc.
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.
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.
The Saint Lucian hotel group joins CHTA's regional fundraising effort to help Jamaica's small tourism businesses recover from Hurricane Melissa damage.
The idea that “search is dead” is mostly an exaggeration. What is really happening is a change in how people find information online, not the disappearance of search itself. For hoteliers, this difference is important because people are still searching for hotels, but the way they search and where the traffic goes is starting to change.
Traditional search isn't dying — it's disaggregating. The front-end experience is shifting dramatically, but the underlying data infrastructure remains largely the same. When ChatGPT or Perplexity answers a hotel query, it's still drawing from indexed web content, reviews, and structured data that lives in the same ecosystem traditional SEO has always served.
In a word, no. Websites were designed to entice humans to view, discover, consider, buy. They are heavy with images, HTML, JavaScript, etc. to entice us in and encourage us to dwell. APIs were invented for M2M, machine to machine, transactions.
Agents will be everywhere, but behind the scenes. Booking agents are a short-term solution; using AI to simulate human behavior is like asking for a faster horse. Agents that behave as people, visiting websites and simulating human behavior (clicking on links, filling forms) are an incredible technological feat, but are a poor solution to most real-word problems: - Agents are very slow, because they have to replicate user paths built for humans- They fail often, because every website they visit is differentThe future will be MCP- and API-based, with agents interacting with those MCP/API.
Crystal ball time. 5 to 10 years i think we will quite similar to where we are today. the slow pace of change will not change and traditional tech stacks will still be around. lack of motivation to change, contracts and low investment will hinder the change.
The $400,000 donation will support housing and infrastructure repair through Jamaica's Promise following the Category 5 storm that caused $9 billion in damages.
Yasemin Oruc argues that luxury hospitality is uniquely positioned to lead a shift from “doing less harm” to regenerative, net-positive impact, treating hospitality as a living system embedded in people and place. This article explores how regenerative hospitality turns experiences into co-created, transformative journeys that support personal well-being while restoring ecosystems and communities. Luxury hotels, with their resources and cultural influence, can act as pioneers and prototypes for this regenerative way of life.
Jonathan Normand frames regeneration as the only viable path for hospitality in a world of ecological overshoot and collapsing trust, arguing that sustainability alone is no longer enough. It introduces the 7C Leadership Compass as a practical, deeply human guide for leaders who want to align business success with the long-term wellbeing of people, places, and the planet, and positions Moral Ambition plus cross-industry coalitions as the engine of real, regenerative change.
Maribel Esparcia Pérez argues that hospitality asset management must move beyond extractive, short-term models toward regenerative, resilient systems that account for climate risk, ecosystem health, and community wellbeing. Using examples like Casa Leonardo and Coron Natural Farms, she shows how regenerative practices can protect asset value, strengthen local resilience, and align with emerging financial and regulatory frameworks.
The three resorts will reopen in late 2026 with new accommodations, pools, dining concepts, and arrival experiences after Hurricane Melissa damage assessment.
O’Shannon Burns argues that regeneration in hospitality is not a new label for sustainability or a framework to “roll out,” but an emergent, place-based practice grounded in relationships between people, land, culture, and more-than-human life. Drawing on global regenerative futures research, the article outlines four key orientations and challenges hospitality leaders to move from aspirational impact language toward honest accountability and structural change.
Starting from her own skepticism, Dr Natasha Montesalvo explores where regenerative tourism is already moving from rhetoric to reality, highlighting destinations and hotels that build regeneration into governance, design, and operations from day one. Through examples like Red Sea Global, Capella Ubud, Maroma and TTNQ’s Reforest partnership, she shows that measurable positive impact on ecosystems and communities is possible – but only when strong policy, thoughtful design, and long-term performance tracking replace vague “do good” intentions.
Using Camiguin Island in the Philippines as a living laboratory, Mahe Besson explores regenerative tourism through the metaphor of acupuncture: small, precise interventions that unlock a destination’s own capacity to heal. Rather than rebuilding systems from scratch, she argues for carefully chosen “acupuncture points” such as teaching resorts, youth ocean programs, and co-created (un)Summits that let local ecosystems and communities regain their flow.