A feature-by-feature comparison of six work chat apps for hotel groups, covering multi-location support, admin controls, data ownership, and frontline staff usability.
Amadeus-backed research finds 63% of hotels struggle to find qualified leads, urging a data-first approach to corporate RFP targeting, pre-season visibility, and post-contract account management.
HSMAI Europe President Ingunn Hofseth reflects on lessons from mentor Mike Leven, arguing that culture and people-first leadership are the foundation of lasting business success.
The author argues that true AI-native hotel distribution requires live pull architecture and settlement layers, a gap Google won't fill due to its ad-auction model, leaving an opening for a new entrant.
Service inconsistency in hotels typically stems from fragmented cross-department coordination rather than staff attitude, with small workflow misalignments compounding into visible guest-facing failures.
The author argues that fragmented guest identity data across PMS, CRM, and loyalty systems is the core barrier to effective AI, urging hotels to prioritize data governance over AI tool investment.
Hotels face a hard deadline on AI-native distribution as AI shopping assistants already query inventory in real time, making machine-readable availability and direct booking pipes a competitive necessity, not a future option.
An explainer on cold calling for hotel sales teams, covering targeted outreach to corporate travel managers, event planners, and travel agencies to drive group and event bookings.
A hotel controller's years of documented AR warnings go unheeded as a trade group racks up $221,000 in unpaid bills before filing for bankruptcy, illustrating the cost of poor credit controls and misaligned sales incentives.
An operator from Marriott Marquis San Diego Marina outlines five priorities for 2026: personalization, immersive F&B, on-property activations, mainstreamed wellness, and event-aligned programming.
The article argues hotels risk wellwashing by offering surface-level amenities, and calls for wellness programs rooted in Maslow's integrated needs model to drive genuine guest growth and brand loyalty.
The author argues that hotel content accuracy across distribution channels has become operational infrastructure, as AI systems now judge content consistency to determine trustworthiness before making recommendations.
As AI agents run thousands of hotel searches per session, the cost of being "looked at" shifts from OTAs to hotels that go direct, exposing a hidden infrastructure cost once buried in commissions.
HVS reports U.S. RevPAR up 4.9% in the trailing 28 days through June 13, maintaining a 3.0% full-year 2026 forecast with upside potential if summer and fall travel trends hold.
As AI reshapes how travelers discover hotels, most properties are invisible to these systems, while measurement tools fail to prove what tech investments actually return at the property level.
An executive search professional argues that over-reliance on AI and ATS tools is undermining senior hiring, and calls for more direct human engagement throughout the recruitment process.
Kollective argues hotels are tracking too many low-value AI prompts and should focus on destination-contextualised, commercially meaningful queries to influence actual booking behaviour.
Constant schedule adjustments in hotels create compounding hidden costs including management distraction, overtime accumulation, staff disengagement, and declining service consistency.
With 33% of AI responses about hotels containing factual errors and only 16% of hotels appearing in AI recommendations, the article outlines six steps to make hotel websites AI-ready and drive direct bookings.
A fractional CMO argues that hotel tech vendors over-invest in product features while underinvesting in marketing, citing data showing winning SaaS companies spend 44% on sales and marketing vs. 31% on product.