For hotel owners, launching a new property or renovating an existing one is a high-stakes endeavor. Many assume hiring a general contractor and architect is enough to keep things on track.
I want to invite you all to join me in one of my favorite time-wasters, err ... guilty pleasures ... as we approach the end of a busy year — Hallmark holiday movies.
With the perfunctory New Year’s resolutions soon approaching, everyone is looking to starting fresh in 2026. For the hotel world, the appropriate adage is: “As one does at home, one will soon from their chosen travel accommodations.”
The sound of the rattling wheels of the raging branded residence bandwagon is deafening. While the concept can trace its history back to New York in the 1920s with the opening of the Sherry Netherland Hotel offering “permanent private apartments with hotel-style services," it wasn’t until the mid-1980s that hotel companies — led by the likes of Four Seasons in Boston — really started to see the advantage of developing luxury homes tied to their brand identity.
You have approved every request for new sales automation systems because salespeople report being overwhelmed with inbound leads. Now requests for proposals are responded to promptly, just like all those hotel technology salespeople said was the No. 1 path to closing more bookings.
There is little that creates more anticipation, nail biting and angst than the FIFA World Cup finals, which come around once every four years, following a year of qualification games.
Hoteliers at luxury properties often say they know their guests better than anyone, and in many ways this is true. Guest history tools are used well, customer relationship management profiles are updated carefully and on-property teams pay close attention to repeat behavior and personal preferences. The systems capture the facts. The people capture the feelings.
Synonym of excellence, the “Palace” distinction is awarded to the most prestigious 5-star hotels in France. The number of Palace Hotels has doubled in the past 10 years, going from 16 in 2015 to 30 in 2025 according to Atout France, though this excludes Cheval Banc Paris and The Ritz.
The global hospitality industry has undergone significant changes in the last five years, experiencing both major disruptions and a dynamic recovery. While the initial phase of the pandemic presented unprecedented operational challenges, the subsequent economic rebound has introduced new hurdles, especially concerning property-improvement plans, or PIPs.
A Sunday roast lunch is one treat that brings the soul warmth in a chilly, grey, gusty November and December. But on so many occasions I have left a British pub dissatisfied.
In today’s competitive hospitality landscape, increased profits are hard to find. Revenues have been growing only slightly, and average rates are generally flat. Labor, energy and insurance costs are outpacing revenue growth by a wide margin. So, what is left that we can cut? Commissions and fees.