How Three—or Four—Factors Have Combined to Increase Travel's Affordability
Below, we take a deep dive into the data and what it means for travel.
Below, we take a deep dive into the data and what it means for travel.
Over the past several years, H&LA has seen a marked increase in interest from developers and investors in campgrounds and RV resorts. RV parks are rebranding as resorts as they add more amenities. Though camping is far from a new phenomenon, its uptick in popularity during the COVID-19 pandemic helped introduce it to many first-time campers, which boosted participation to higher levels. One of the most popular pastimes in North America, camping has the added benefit for travelers of also being one of the most affordable and accessible vacation options.
These insights and perspectives help us understand how some of the largest travel corporate players are viewing the state of the economy and its impact on the travel industry as well as the main factors they are monitoring that may hinder their continued growth.
Between the 1950s and the year 2000, hotel owners wishing to expand business beyond their local community had two options.
As economy and budget hotels are nearing the end of their economic life, some properties are finding new capital for renovations from buyers seeking to convert properties to residential use. In this article, we provide a sample list of hotels that have gone through this metamorphosis.
One of the most valuable assets of a hotel brand is information – detailed personal information about guests at their hotels, participants in their loyalty programs, and visitors to their websites. This information allows hotel brands to focus on creating guest loyalty, acquiring potential guests, engaging in effective marketing, expanding market share, and creating properties and services that entice and satisfy hotel guests. Because of this, hotel brands have long contended that they “own” hotel guest data and have unencumbered rights to use it, without respect to the interests of hotel owners and even the guests themselves.
What a year. 2022 was a mix of setbacks and recovery, coupled with seemingly contradictory economic and consumer data.
Hotel operators and owners have long been focused on the privacy of the personal information they collect from guests – because of the global nature of the hospitality business, hotel brands have focused on complying with the European Union’s General Data Protection Regulation (GDPR), and beginning in 2018, the Consumer Privacy Act (CCPA), the first comprehensive law designed to protect the privacy of consumers’ personal information.
Company policies restricting business travel are diminishing for both small and large organizations. The negative impacts of reduced business travel are increasingly evident.
At the Hotel Data Conference in August, there were several panel discussions focused on the state and return of business travel. The one that piqued my interest was not the one focused on “Bleisure” but a much more demurely titled “The return of business (transient) travel”.
Indigenous tourism is a burgeoning pillar within Canadian travel, growing at four times the pace of other tourism sectors and contributing more than $1.7 billion to the GDP from over 1,875 businesses (prior to the pandemic). And despite the crushing impact of the past two years, there is more interest than ever from Indigenous entrepreneurs to take their place in the Canadian hospitality industry. Supporting these ventures in turn presents lucrative opportunities for investors, brands and management companies.
“He’s over there! I think it’s an emergency!” Emerging from the elevator, I did not want to hear this. Despite the impression left by television, cardiac arrests are usually fatal. Outside a hospital, about ten percent survive.
A guest at the Hyatt had fallen ill and cancelled a flight. He had recovered, but the airline insisted on a doctor’s note before allowing him on board.
A travel insurer asked me to see a lady in Mission Hills complaining of high blood pressure.
Combining two hotels in the same vicinity into one operation isn't a new concept. Hotels often do this as it makes a lot of sense, resulting in greater productivity, strategic advantages and greater efficiencies that a single hotel cannot provide on its own.
I was attending a guest at Le Mondrian when there was a knock. The guest was not dressed, so I opened the door to find myself eye-to-eye with another doctor. I recognized him as one of the new concierge physicians eager to serve hotels, including mine.
She had a fourteen hour flight to Australia, explained a woman with a thick French accent. Unfortunately, she had thrown her back out again. Would I come and give something to relax her muscles for that long journey?
The man who opened the door was past sixty, short, plump, balding, and tieless, wearing a rumpled suit which I suspected he’d put on to greet me. Across the room, wearing a bathrobe, a young woman sat on the bed, staring sullenly at the floor.
“I’m coughing my head off. My head is plugged. I have a fever. I’m on vacation, and I need something.” I’ve seen over 4,000 guests with respiratory infections. To the average hotel doctor, this is an easy visit. He arrives, performs the traditional exam, prescribes the traditional antibiotic, and accepts his fee and the guest’s thanks. What’s not to like?
A guest had a flight in a few hours, explained the front desk manager of the Marina Marriott. His wife was ill and needed a doctor’s note to reschedule. How fast could I get there?