The article outlines six strategies for hotels to adapt to volatile travel patterns, including flexible policies, real-time pricing, and local market focus.
Cybersecurity is no longer an individual game—it’s a team sport. As threats grow more sophisticated, collaboration is no longer optional; it is essential. Cyber adversaries are actively working together to attack, sharing tools, tactics, and exploits across underground networks. To safeguard our digital ecosystem, the cybersecurity industry must join forces. With collective strength, we achieve collective impact. We are stronger together.
Hotels must reduce energy consumption through invisible operational improvements like smart room controls and maintenance efficiency rather than visible cuts that impact guest comfort.
The author argues that modern corporate groups expect meeting environments that foster engagement and creativity, not just basic accommodation.
Hotels face mounting pressure to either absorb volatile energy costs invisibly or introduce transparent pricing that reflects infrastructure realities.
The article presents five actionable strategies for U.S. hotels to convert weather disruptions into revenue opportunities, including dynamic pricing, flexible packages, and proactive guest communication.
GM Adam Laker credits decentralized management and staff empowerment for maintaining four-star service across 557 rooms at 97% occupancy.
Housekeeping is one of the most essential – and most pressured – functions in any hotel. It sits at the intersection of cost control and guest experience, a daily balancing act between staffing levels, service standards and operational efficiency.
The article argues accessible hotel features and service protocols can boost conversion rates and guest satisfaction while reducing operational friction.
The framework outlines customization, communication, collaboration, consistency, and check-in practices to transform transactional vendor relationships into strategic partnerships that drive repeat business.
The phrase "It's not my department" creates friction, forces customers to repeat themselves, and wastes time, making proper training essential to avoid costly customer defection.
Rising costs and stagnant ADR are forcing hotels to focus on controllable expenses like labor and operations, as margin for error has shrunk significantly.
A hospitality professional shares operational lessons from a disappointing island resort stay, highlighting gaps in service training, maintenance, and guest communication that undermined the property's potential.
The article examines how Harry Selfridge's "customer is always right" philosophy, while revolutionizing service, led to guest exploitation costing hotels $250,000-$500,000 annually and widespread staff abuse.
Sonesta LAX increased average length of stay to 1.7 nights after a $42M renovation by targeting weekend leisure travelers and local guests.
Hotels must prioritize proper maintenance and hygiene protocols for refillable dispensers to overcome guest trust issues and negative perceptions.
The author argues that customer service complaints stem from flawed operational systems rather than individual employee performance.
Arctic SnowHotel in Rovaniemi operates just 3.5 months annually but maintains year-round profitability through strategic planning and technology that works in sub-zero temperatures.
The piece argues STRs are opportunistic competitors that can serve as valuable demand indicators rather than existential threats to hotels.
Author advocates tracking metrics on repeat customer service calls, arguing that second calls for the same issue cost more time and money than initial complaints.