IRIS promotes mobile ordering solutions for hotels to maximize F&B revenue during the 2026 FIFA World Cup across North America.
If your hotel’s top-line revenue is stalling or declining, you should consider ways to increase the other line items.
In our travels for business and pleasure, we have had the opportunity to experience what now amounts to hundreds of luxury properties. Many of our visits are short, one or two nights, with most time spent in conferences or offices and a lack of vitamin D. These ‘quickies’ give you a feel for décor, topline service, and usually a snippet of their F&B prowess (especially when you are fortunate enough to dine with the GM!). But to really appreciate the essence of a property requires an in-depth period of a week or more.
I used to treat ADR and RevPAR as gospel—twin pillars holding up the temple of “successful” hotel management. Then a six‑year‑old shuffled into our lobby, laced his fingers through Santa’s glove, and whispered that we were the only place he’d get to meet the Big Guy this year. In that moment another KPI muscled its way onto my dashboard: emotional equity.
Chain hotel websites are at risk. Tools like ChatGPT and Google Gemini can now summarize accommodation options instantly, bypassing brand.com sites in favor of fast, direct answers and eliminating the need for potential guests to click through a dozen links.
As AI revolutionizes how people plan and book travel online, the algorithms determining which content surfaces in AI-generated summaries are beginning to mirror the dynamics of digital advertising. This shift, however, will lead to a future where advertising plays a less dominant role than ever before.
In today’s competitive hospitality landscape, effective marketing is essential for positioning a hotel as a premier destination. At Hilton Anaheim, one of Southern California’s largest and most iconic properties, we embraced a strategic approach that blends digital innovation, personalized guest engagement, and community-driven partnerships to stand out in the market.
Somewhere along I-94, just less than two hours northwest of Minneapolis/St. Paul, amid Minnesota’s rolling farmlands, spread across twenty-six acres of land adjacent to Lake Sagatagan, sits St. John’s Abbey.
Leadership isn’t something you find in a textbook—it’s forged through shared experiences, honest conversations, and the quiet understanding that we are all in this together. At Newport Hospitality Group, we believe deeply in this truth. And nowhere was that more evident than at our recent Leadership Retreat in Wintergreen, Virginia.
Why industry leaders are moving from the traditional marketing playbook in the new community era.
That sound you heard this past weekend was 170 million people hitting the roof at not being able to access TikTok for roughly 12-16 hours.
As we close the chapter on a transformative 2024 and step into 2025, Newport Hospitality Group continues to lead the charge in redefining operational excellence. Our mission is clear, to empower our general managers and directors of sales with the tools they need to deliver exceptional guest experiences. By leveraging innovative systems, we aim to streamline processes, enhance performance, and allow our leaders to focus on what truly matters—our guests.
A quick jaunt up the coast for Angelenos or anyone else in Southern California (SoCal) is the picturesque haven of Santa Barbara with its never-ending white sand beaches surrounded by trendy restaurants and beachfront accommodations. But drive a few minutes up the city’s hills, and you will reach the El Encanto, a secluded, 7.5-acre oasis of verdant gardens tucked into the upper reaches. Here, a serene presence contrasts the endless hubbub of cars, people, boats, and related commercial activities.
The news is bleeding with travel gloom and discouraging numbers for the hospitality market. Headlines tout softening and consumer spending coming to a halt while exploiting the idea that luxury travel is both thriving and diving. Bloomberg reported that even with deep-pocketed travelers, the word right now is “value.”
As we prepare for the upcoming Commercial Strategy Conference (CSC), I’m excited to share insights from the newly released HSMAI Foundation report, From Solos to Symphony. The Transformational Power of ‘Commercial’. Authored by Breffni M. Noone and Chris Boyd, this report offers the first comprehensive research of how the formalization of the commercial function can revolutionize hotel performance.
For Canadians, Fairmont is not just a hotel brand but a fixture of our nation’s history. In the decades following the country’s confederation in 1867, towns that connected the Eastern hubs of Montreal, Toronto, Quebec and Ottawa with the still-budding Western ports of Vancouver and Victoria were few and far between. It fell up Canadian Pacific – the company that would eventually sell its hotel division to Fairmont Raffles Hotels International then to Accor in 2016 – to not only build a transcontinental railway but to erect a series of what we now deem iconic hotels along the route.
Historically, Las Vegas was a gaming-centric market, with 61% of revenues coming from the casino category in 1990. Although gaming continues to serve as an economic engine in Las Vegas, according to CDC Gaming, food, beverage, and other departments accounted for a record 73.4% of total revenue, up from a combined 69.6% year over year. This trend is not limited to Las Vegas; it is being observed in casino markets worldwide.
The Americas Lodging Investment Symposium has just concluded, and Aperture Hotels CEO Charles Oswald is back with key takeaways from this year’s meeting of hotel owners, investors, and operators.
Today we are asking…