Keith Butler of Radisson Hotel Group will chair the new board alongside two other industry professionals to strengthen UK hospitality networking and professional development.
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.
EHL's HumanX Summit 2026 in Lausanne will bring together 600 participants to debate balancing technology with humanity in hospitality leadership strategy.
Puorto argues that labor shortages will make human interaction a luxury commodity, forcing hospitality to redefine value as automation becomes operational necessity rather than strategic choice.
Taylor aims to position Kew Green as a leading UK hotel management company through team alignment and performance frameworks over five years.
HOSPA panel discusses how aparthotels, lifestyle hotels, and challenger brands navigate rising compliance costs while maintaining profitability and guest focus.
The March 2026 event will focus on AI and IoT applications in guest experience, featuring sessions across iconic London hotels including The Dorchester and Savoy.
In the Middle East, balancing cultural intelligence with strong local identity is not theoretical—it is an everyday operational reality. Our hotels welcome guests from Europe, Asia, the Americas, and the region itself, often under the same roof and at the same moment.
Cultural intelligence and local identity are not competing ideals, they are two expressions of the same promise of hospitality. The balance lies in protecting the essence of place while refining how service is expressed. Cultural intelligence begins with listening.
One of the brand traits that sets Four Seasons apart is the adaptation and embracing of local culture. This will be particularly reflected here in Saudi Arabia where the Kingdom is rooted in deep traditions with incredible heritage while at the same time being the pace-setter in many aspects of modern life.
Cultural intelligence and strong local identity are not opposing forces, they mature together.
Markos Chaidemenos explains how Canaves Collection balances family leadership, environmental restraint, and operational discipline to create distinctive luxury experiences on Santorini.
Thies Sponholz discusses winning Germany's Hotelier of the Year 2026 award and how The Fontenay has elevated Hamburg's luxury hotel scene since 2018.
The author visits PortoBay's Funchal property to interview staff for a podcast series exploring what makes the Portuguese hotel group's culture distinctive.
Byron Fiddler of New Park Manor shares strategies for authentic family hospitality, from pre-arrival guest contact to inclusive spa access and child-friendly dining solutions.
The Belfry's Senior Finance Director discusses how the iconic UK golf resort balances tradition with technology to create meaningful guest connections.
As we say goodbye to 2025, I am optimistic for the future of the hospitality industry in 2026 and beyond, it is truly a resilient business. Travelers continue to seek a memorable experience and the corporate sector is back doing events that fuel our economic growth!
Profitability is what every budget really comes down to. Still, building a budget is more than just organizing or plugging numbers into the excel file (If it´s your go-to tool, still). It's about understanding what is coming in, what's going out, and how your revenue plan ties everything together.
For our 2026 budget, my primary focus will be on sustaining brand awareness and strengthening the property’s positioning. Guests today are increasingly attentive to consistency; they expect the same level of quality and service regardless of market conditions or rate fluctuations.
Meliá Hotels International and MiM Hotels, the boutique hospitality brand owned by global football legend Leo Messi, have announced a strategic partnership under which Meliá will assume management of the MiM Hotels portfolio, effective November 1. These distinctive properties will be incorporated into The Meliá Collection, the company’s curated selection of unique, character-rich hotels.
Malta has become the 29th country globally, and the 6th in Europe, to adhere to the International Code for the Protection of Tourists (ICPT). The move marks a significant step in strengthening global commitments to travellers’ rights and consumer protection.
The owner’s exit strategy must be considered as soon as the operator is selected, and the Hotel Management Agreement (HMA) negotiated. Indeed, a well-structured exit strategy can help avoid a costly dispute and preserve an asset’s value and liquidity. The following key points, illustrated by real-life examples, should be considered.
The luxury hospitality environment is dynamic and often unpredictable, requiring leaders to navigate challenges, whether it's adjusting to changing guest expectations, managing a diverse team, or responding to unforeseen circumstances.
The decisive skill I feel separates a great GM is "managing the balanced scorecard" - enlivening employee engagement, amplifying the guest experience, and ensuring financial stability. Too often, the General Manager confuses what is truly important and relevant to the hospitality business.
For me, the role of a luxury hotel GM is first and foremost that of a balancing act. Depending on the context, whether corporate or private ownership, the GM must be able to adapt and understand stakeholders' expectations. They must be able to deal with ambiguity and create added value.
Strategic foresight distinguishes outstanding luxury hotel general managers from their peers. Empathy empowers a general manager (GM) to understand and anticipate the diverse needs of guests, staff, owners, and partners. In luxury hospitality, emotional connections are crucial; guests often remember how they felt during their stay far more than the details of their accommodations.