AI engines now decide which hotels get recommended, trusted, and booked. Here are the six stages that determine whether yours is the one they choose.
JLL data shows luxury hotels with prestige restaurants post 6.7pp higher occupancy and 18.6% more RevPAR, as 60% of luxury travelers now prioritize hotels with great dining.
Explores how hospitality organizations can integrate GenAI into employee training without eroding the human judgment, empathy, and service skills that define the guest experience.
The author introduces the Global Luxury Hospitality Hierarchy (GLHH), a five-criterion qualitative framework ranking 60+ operators on philosophy and distinctiveness, arguing these are now measurable and essential to durable pricing power.
A structured guide for hospitality leaders on using intrapreneurship and brainstorming sessions to drive innovation, improve operations, and boost employee engagement and retention.
Westgate Resorts' Jared Saft argues that financial metrics alone don't define hospitality success, outlining how embedding philanthropy and people-first values into operations builds long-term resilience.
Fairmont The Queen Elizabeth's Marché Artisans blends fast casual dining, 90% locally sourced retail, and Québec cultural storytelling into a ground-floor concept that drives revenue and deepens guest experience.
Hotels risk being excluded from AI-generated travel shortlists if their websites lack clear, structured, and accessible content; this guide outlines four pillars to improve visibility and convert AI-led demand into direct bookings.
Amadeus surveyed 6,000 travelers and 500 hoteliers for Travel Dreams 2026, uncovering key trends in AI adoption, loyalty program innovation, and user-generated content as a demand driver.
This opinion argues that beverage cost percentage is a control indicator, not a value metric, and proposes a five-dimension framework covering cost, contribution, mix, velocity and penetration to manage F&B performance.
As five hotel groups surpass one million rooms, the author argues that volume metrics obscure the real competition: per-key value creation, driven by management contracts, upscale positioning, and lifestyle brands.
The whitepaper introduces a composite ROX/ROT/ROS metrics framework to measure well-being experiences across hospitality, replacing single-number ROI with KPIs spanning human outcomes, experience quality, business performance, and environmental impact.
A framework for shifting hotel commercial teams away from individual-dependent "sales hero" cultures toward repeatable, system-driven revenue processes using a three-stage H2S model.
Booking Holdings' merchant model now represents 67% of revenue and holds $8.2B in deferred hotelier funds, making payout timing a bigger financial issue than commission rates.
Argues that Excel-based revenue workflows create costly decision delays across hotel portfolios, and outlines what an effective RMS should deliver in terms of explainability, consolidation, and total cost of ownership.
A hotel operations veteran argues that true luxury service means personalizing attention for every guest, not prioritizing one "VIP" at the expense of everyone else.
Operators at luxury properties are prioritizing "operational luxury," investing in behind-the-scenes systems and technology that ensure consistent, frictionless guest experiences at scale.
The author argues that since most products are commodities, trust and post-sale service experience are the true differentiators that keep customers returning over price alone.
HVS founder Steve Rushmore explains why the debt coverage ratio method produces a more defensible hotel valuation than the loan-to-value approach, with worked examples showing how lender inputs drive value and loan sizing.
Kempinski's CEO argues that luxury hospitality has confused abundance with value, and that the competitive edge belongs to hotels that offer precisely what matters rather than accumulating amenities and upsells.