The shift to storytelling-driven hospitality reflects rising guest expectations for authentic, immersive experiences rooted in place and history.
The article argues businesses should help customers achieve aspirations rather than just deliver services, citing examples from fitness equipment to Disney parks.
Industry expert explains why vendors fail at hotel sales: they pitch to people without authority, lead with features over business problems, and ignore hospitality's complex decision hierarchy.
Bradley Spielman from Whittlebury Park explains how the hotel uses guest personas and targeted CRM data to market effectively across golf, spa, events, and motorsport audiences.
Hotels lose significant revenue when staff fail to convert phone inquiries into direct bookings, missing opportunities to avoid 10-25% OTA commissions.
Survey of 2,000 US consumers reveals 42% experienced more bad service in 2026 than previous years, with 66% willing to switch companies over poor service.
For those who have not followed our writing, the Mille Club refers to properties with rates over one thousand dollars, pounds or euros, with the ‘mille’ picked up from the Italian language. The Mille Club’s premise is that guests at this level are looking for an incredible experience rather than mere accommodations. Instead, hoteliers’ offerings compete for guests independent of location, making comp sets typically geographically derived moot. With great rate comes great expectations…
It’s 8:17 in the morning. You’ve already checked arrivals, glanced at occupancy, answered a question from reception, and flagged a maintenance issue — all before your first coffee is finished. Somewhere in between, you’re also expected to make pricing decisions that will shape your property’s revenue.
The 2026 Marriott-Google AI integration bypasses OTAs by enabling direct bookings through natural language search, requiring hotels to digitize all services or become invisible to AI agents.
There are venues that host meetings.
The author argues hotels can increase direct bookings and guest satisfaction by designing experiences that create perceived autonomy despite algorithmic influence shaping travel decisions.
The HFTP award-winning analysis explores how hotels must adapt with flexible services, community spaces, and membership models to capture the $120,000+ income digital nomad market.
The piece argues luxury hotels must balance brand premiums with perceived value, avoiding oversupply that dilutes exclusivity and weakens pricing power.
The call came at midnight.
The definition of a proactive customer experience is simple. The company reaches out to the customer before they call about a problem. Sometimes the customer doesn’t even know there is a problem. For example, an Internet provider may experience an outage and send text messages to its customers with ongoing updates. That shows the company is watching out for the customer, and while customers may not love that there is a problem, they love the information and have confidence that the company is doing something about it.
The article argues luxury hotels must build "Owned Demand Infrastructure" to reduce intermediary dependence and restore growth compounding.
The guide recommends value-based competition, personalized booking experiences, and integrated commercial tools as key strategies to capture more direct revenue.
The article argues sales leaders must shift from relying on top individual performers to building scalable team systems and processes for sustainable revenue growth.
Amadeus executives outline their five-stage demand generation approach, emphasizing unified marketing and revenue strategies over traditional room-filling tactics.
The rise of AI booking channels in 2025 forces hotels to optimize content for machines, not just humans, requiring more authoritative proof over aspirational marketing copy.