Hotel competitors: The ultimate guide to building your perfect competitive set in 2026
The guide details 11 criteria for selecting 5-10 direct competitors, from location and price to amenities and online presence, with automated tracking solutions.
The guide details 11 criteria for selecting 5-10 direct competitors, from location and price to amenities and online presence, with automated tracking solutions.
OneJourney's SwiftPay platform offers hospitality operators 1%+ cashback on supplier payments through bank-integrated payment cards with no setup fees.
TRAVHOTECH research shows luxury hotels miss 45-55% of revenue potential by failing to digitally integrate high-margin spa, dining, and wellness offerings with room bookings.
The agreement provides PATA members with funding intelligence, training opportunities, and partner matchmaking services to enhance tourism sustainability projects.
European hotel transaction activity reached €27 billion across 1,050+ hotels in 2025, marking the strongest investment year since 2019.
The article explains two key financial metrics that help hoteliers understand how revenue changes translate to profitability and cost management effectiveness.
A hotel finance expert with four decades of experience uses AI to transform his writings into podcast discussions aimed at demystifying hotel financial management.
The coalition collected nearly double the required signatures to qualify the measure for the November 2026 ballot, targeting LA's $742 million tax burden on business revenues.
Comprehensive guide covering real-time pricing strategies, algorithms, and best practices for hotels to maximize revenue through market-responsive rate adjustments.
Revenue management expert argues hotels should price based on market willingness to pay rather than internal costs or ego, using probability-weighted demand analysis.
Labour costs are rising 7-10% in 2025 while revenues lag behind, forcing hotels to shift from headcount-based planning to strategic workforce optimization models.
Analysis from MBA CREF conference shows debt markets dominating hospitality finance, with lenders cautious but available for stabilized assets despite higher borrowing costs.
The author argues that revenue managers often delay decisions by requesting excessive data analysis when simple indicators would suffice for effective pricing choices.
UCP feels like a real inflection point, not an overnight takeover. It's the missing plumbing that shifts behavior from "Google this" and clicking through links to simply talking to an AI that finds the right hotel and books it on the spot, right in the research moment. That changes the funnel entirely: discovery, decision, payment, and confirmation can happen in one conversational flow. For hotels that move early, this means fewer steps, better conversion, and a much more direct relationship with the guest.
Google UCP may be the door to a "post booking engine" industry, for both human and non-human bookers. More than a rupture, however, it formalizes a shift that is already underway. UCP, in fact, introduces a shared transactional language that allows AI agents, platforms, merchants, and payment providers to operate inside the same conversational space. Discovery, decision-making, checkout, and even post-purchase actions (such as leaving a review, requesting a change, or seeking support) can all happen within AI interfaces like Google AI Mode or Gemini, without forcing the user to jump between websites or apps.
Bartnick draws parallels between quantum physics and revenue management, arguing both require comfort with uncertainty and multiple perspectives rather than seeking single truths.
Despite abundant capital availability, hotel deal volume remains low due to compressed cash flows and major capital requirements, though the bid-ask gap has narrowed to 5%.
Berlin court ruled Booking.com's rate parity clauses violated competition law, awarding damages to 1,000+ German hotels and potentially reshaping OTA relationships industry-wide.
Hospitality consultant uses Shakespearean metaphors to explore the psychological challenges revenue managers face when making pricing decisions under pressure.
Colliers' Owens discusses how Covid shifted investment focus to experiential destinations, while tighter capital markets require owners to balance performance recovery with higher financing costs.