With major brand families averaging 24 flags each and total franchise fees outpacing revenue growth, owners face a sharper-than-ever tradeoff between brand affiliation benefits and the true cost of flying a flag.
WATG-authored opinion argues that rising costs and shifting guest values require developers to prioritize place-based design, experiential investment, and operational efficiency over capital-heavy luxury.
US hotel transaction volume hit $5.6B in Q1 2026 (+14.4% YoY), AI is moving from pilots to operational infrastructure, and branded residences are now a core development financing tool.
The author argues that asset-light franchising and management contracts have permanently replaced real estate ownership as the dominant growth model, citing Hilton, Hyatt, IHG, and Marriott expansions as proof.
HLA analysis finds North America now leads global surf park development, with most projects anchoring mixed-use resorts, but warns that capital intensity, seasonality, and market specificity separate viable investments from enthusiasm.
An analysis of the hotel sale leaseback model examining structural trade-offs, governance requirements, legal risks, and return structures for developers, operators, and unit owners.
A disciplined, model-driven framework for hotel brand selection, covering full fee stack analysis, validated RevPAR lift, labor market fit, PIP costs, and franchise agreement negotiation.
An advisory perspective on why Latin American hotel developers frequently misread investor expectations, covering capital structure, pre-opening budgets, brand agreements, and risk transparency.
With LA28 approaching, hotel owners face tightening timelines for renovation projects as labor, procurement, and permitting pressures intensify ahead of the 2028 deadline.
HVS argues that branded residence success depends on buyer demand depth, competitive positioning, and independent feasibility analysis, not brand affiliation alone.
The article outlines a structured, staged approach to confidential hotel asset sales in Latin America and the Caribbean, emphasizing buyer vetting before disclosure to protect asset value and daily operations.
A 50-year hotel consultant breaks down the 133 provisions owners should negotiate in a management contract, arguing the base fee is the least impactful term while buyout rights, revenue definitions, and vendor rebates cause far greater financial damage.
Harpreet Singh shares lessons from one year of turning around Kings Court Hotel in Alcester, prioritizing infrastructure, culture, and long-term vision over cosmetic upgrades.
A legal and financial breakdown of key money in hotel management agreements, covering market practice, repayment terms, guarantees, and accounting treatment for both owners and operators in France.
A strategic case for integrating feasibility analysis and design early in hospitality development, showing how aligned decisions reduce execution risk, improve returns, and prevent costly post-opening repositioning.
A practical guide for hotel owners approached by international operators, covering JV structuring, governance, financing, management agreements, and exit planning.
Senior leaders from HVS, Hyatt, LR Hotels, Westmont, and Aareal Bank discuss how hotel operating models must blend flexible contract structures, AI-driven distribution, and human-centred experiences to succeed by 2030.
A franchise consultant argues hotel owners typically negotiate only 3-4 terms but should scrutinize all 136 provisions, spotlighting hidden risks in ROFR, brand-change clauses, and post-term guest data blackouts.
HVS and Bird & Bird webinar with 143 delegates examines Germany's hotel insolvency wave as a structural correction driven by higher financing costs and inflexible leases, with opportunities for well-capitalised investors.
Industry partners preview investment themes ahead of FHS Saudi Arabia 2026, highlighting Riyadh's shift toward integrated leisure, MICE, and sustainability-led hospitality development.