In hospitality, a clean room isn’t enough. Guests expect that as a baseline. What sets a property apart — and what turns a one-time visitor into a lifetime brand advocate, is an experience so remarkable that guests want to share it with others.
In hospitality, search engines have evolved beyond their original role. Today, platforms like Google and TripAdvisor function less like traditional search tools and more like digital travel planners, guiding guests through rate comparisons, reviews, and booking decisions.
Environmental, Social, and Governance (ESG) principles are no longer optional in hospitality — they’re expectations. Nowhere is this more true than in coastal destinations, where the environment is both the greatest attraction and the greatest vulnerability. For owners, operators, and investors, sustainability in hospitality isn’t just about reputation. It’s about protecting the long-term viability and value of the asset.
In today’s hotel landscape, it’s no secret that online travel agencies (OTAs) dominate guest acquisition. For many hotels, reliance on OTAs accounts for 40% to 75% of bookings — and while that may keep occupancy strong in the short term, it comes at a steep cost. Commission fees eat away at revenue, and properties risk losing control of the guest relationship.
Condo hotels are gaining momentum as both an investment vehicle and a hospitality model. Blending individual ownership with professional resort management, they allow owners to enjoy personal use of their unit while generating income when it’s rented to guests. For developers, operators, and buyers, condo hotels represent a hybrid that combines the benefits of real estate with the revenue potential of hospitality.
Hospitality management isn’t just about operations, marketing, or revenue. At its core, it’s about trust. Owners are entrusting their most valuable asset — often a multi-million-dollar property — to a management company. The strongest relationships aren’t transactional. They’re partnerships built on alignment, transparency, and shared success.
In hospitality, crisis isn’t a matter of if, it’s a matter of when. Coastal resorts face hurricanes. Global operators face pandemics. Every property faces the potential for technology failures, PR issues, or labor disruptions. What separates strong management companies from the rest is…
Today’s travelers are looking for more than a place to stay. They’re seeking experiences that align with their lifestyles, from wellness to fitness to authentic connections with their destination. For hotels and resorts, investing in these amenities isn’t just about enhancing the guest experience. It’s about…
At this year’s Hunter Conference, one message came through clearly: hospitality is not short on opportunity, but it is demanding more discipline than it has in years.The tone across the conference was constructive, but selective.
In hospitality, GOPPAR is one of the clearest indicators of operational health. Unlike RevPAR, which only looks at revenue, GOPPAR accounts for both revenue and operating expenses, making it the ultimate measure of profitability.
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