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.
Hospitality boards focus AI oversight on data privacy and vendor compliance, but rarely ask who is accountable when AI-driven operating decisions in revenue, F&B, or housekeeping go wrong.
A practitioner's guide to hospitality-specific procurement challenges, covering perishable sourcing, vendor scorecards, landed cost volatility, documentation standards, and AI-driven purchasing systems.
A hospitality veteran argues that AI adoption succeeds only when hotels first clarify the experience they want to create, using personal stories from a hotel front desk and a New Orleans stay to illustrate the point.
As AI becomes a commodity, the true competitive advantage lies in unified, trusted guest data that most hotels still struggle to consolidate across fragmented PMS, CRM, and loyalty systems.
Gravity Haus CEO Jim Deters explains how a local membership program generates higher margins than rooms, flattens seasonal revenue curves, and doubles as a direct distribution channel across 13 properties.
Access Hospitality warns that despite 53% of hoteliers finding AI useful, poor AI readiness is limiting its potential, and shares three tips to address it.
IHG's new AI-powered natural language search makes attribute-based selling functional for guests, offering the consumer interface that a decade of back-end infrastructure could never deliver.
Onyx CenterSource data shows commissionable agency room nights rose 11.8% year over year in H1, nearly double the 6% growth reported by both Booking Holdings and Expedia over the same period.