Research shows 84% of U.S. customers say AI service should always include easy human access, suggesting hotels and businesses can differentiate by making human support a feature, not a fallback.
As guest expectations for instant response accelerate, hotels face a shrinking window to resolve issues privately before they become negative public reviews.
This opinion piece argues that a strong financial period only proves past delivery, and sustainable performance requires alignment between revenue strategy, demand profile, cost structure, and operational capacity.
A firsthand account of The Leela Palace Bangalore illustrates how pre-arrival personalisation, zero-waste flower recycling, and spiritual rituals define a regenerative hospitality model that extends beyond check-in and check-out.
GBTA's Suzanne reflects on key themes from the 2026 Convention: record $1.71T global business travel spend forecast, value-driven trip prioritization, and the continued primacy of human support alongside technology.
The author argues overtourism is a congestion problem, not a volume problem, and calls on technology and marketing to redistribute demand rather than restrict it.
Despite RevPAR growth in H1 2026, hotel profitability remains under pressure as labor, distribution, and operating costs rise faster than revenue, forcing operators to rethink channel mix, productivity, and cost structure.
The article argues that the real operational cost isn't missing data but the management effort required to connect disparate hotel data into actionable explanations, particularly for labor variances.
The author introduces "Service Failure Interception" as a distinct operational capability between prevention and recovery, arguing hotels should track and learn from problems resolved before guests ever notice them.
The article argues that hospitality businesses should adopt independent procurement reviews to benchmark suppliers, identify inefficiencies, and go beyond compliance to achieve genuine commercial value.
Overexplaining to customers creates mental friction and undermines confidence; concise, fact-focused responses improve satisfaction and reduce confusion at the point of service.
Drawing on insights from GBTA 2025, a Minor Hotels executive argues that rising spend per trip, not trip volume, signals a shift toward intentional, high-value corporate travel that hotels must strategically address.
A case study of a Florida hotel where an executive housekeeper paid two ghost employees nearly $470K over four years, exposed only when a new AGM audited I-9 records on her first day.
EHL's Dr. Maggie Chen argues guests now seek immersive, co-created experiences driven by a craving for authenticity and human connection in an AI-saturated world.
As travel advisors increasingly charge clients direct fees averaging $350 per trip, hotels' front desk teams become the critical moment of truth that determines whether that fee felt worth it.
Rising labor costs, brand fees, and price-sensitive guests are squeezing margins at economy and select-service hotels, forcing operators to rethink service levels to survive.
The article applies French military doctrine "commandement par intention" to hotel F&B operations, arguing that defining intent over instruction gives managers autonomy to adapt during high-pressure, resource-constrained service periods.
The GM of Hilton Anaheim shares how a full-property renovation was used to align design, technology, and team performance, showing that operational efficiency, not aesthetics alone, drives lasting guest loyalty.
Hyken argues churn stems from inconsistent service experiences over time, and urges companies to measure it as rigorously as sales to identify and fix the root causes.
A guest's extended stay exposes a pattern where housekeeping routines, booking system rigidity, and broken DND protocols silently undermine the experience ownership paid to configure.