The article outlines eight strategies for hotels to support wellness-focused meetings, positioning event managers as thought leaders who can guide planners beyond basic logistics.
Rate leakage through wholesale chains and OTA margin-spending undercuts hotel direct prices, while GDS delivers rates intact to named counterparties, offering a model for price control.
The boutique hotel company plans to double its seven-property portfolio by 2027, with new openings in Florida, Michigan, and South Carolina focusing on historic building renovations.
Despite AI's proven revenue impact in sales, senior commercial leaders resist adoption because AI threatens the structured judgment that built their authority.
IRIS argues that hotel groups using fragmented, POS-tied mobile ordering platforms risk inconsistent guest experiences and hidden costs, and outlines five criteria for selecting a unified, scalable solution.
The author argues AI won't replace core hotel systems but will transform the analytics layer, eliminate spreadsheet workarounds, and let hotels use AI agents to build custom workflows without waiting on vendors.
Hotel acquisition costs of 15–35% of guest spend are systematically hidden off the P&L, making distribution the largest controllable cost that most properties never actively manage.
Annual CX research finds the top five service priorities customers cite are kind staff, convenience, knowledgeable employees, first-contact resolution, and fast response times.
A reflective piece arguing that leaders unknowingly inherit and enforce unwritten cultural rules, drawing on Kets de Vries, Schein, and Perel to explore how organizational patterns outlast the people who created them.
The author questions whether the Caribbean Tourism Organization genuinely prioritizes resort and stay-over tourism, citing cruise industry sponsorship of its sustainability awards and structural tax advantages favoring cruise lines over hotels.
The author proposes Token Cost Per Guest (TCPG) as a standard metric for hospitality AI spend, drawing parallels with healthcare to argue that metered, per-unit AI cost tracking is essential across all industries.
The author argues that hospitality's next competitive advantage lies not in visibility but in maintaining consistent, trustworthy information across every digital touchpoint from discovery through arrival.
The piece argues hotels deploy visible AI features without redesigning underlying operations, creating "AI Theatre" that impresses owners but fails to improve business metrics.
Field research across hotels in Italy and Australia shows culture-specific behavioural nudges can cut breakfast buffet waste by up to 30%, with direct cost savings and stronger ESG reporting.
A 2026 strategic assessment of Gulf hospitality arguing that giga-project corrections mask a deeper, more durable shift toward heritage-led, authenticity-driven luxury that will define global hospitality trends through 2030.
Renovations only justify higher rates when they shift guest perception through place-specific design, not competitor-benchmarked aesthetics.
Two hospitality tech experts break down why PMS selection is now driven by API openness and integration ecosystems, with practical guidance for independents and multi-property operators.
A critical reading of Booking.com's partner messaging argues its "protection" pitch to independent hotels masks a platform dynamic where independents are the foundation being guarded for Booking's own benefit.
The author introduces TCPG (Token Cost Per Guest) as a discipline for hotel operators to meter AI spending, arguing most deployments fail because costs are invisible inside bundled platform contracts.
TRAVHOTECH's HumAIn Framework proposes a four-layer AI architecture for hospitality, separating data infrastructure, software automation, physical robotics, and human strategic oversight.
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