Uber Partners with Expedia to Offer 700,000 Hotels and 300,000 Rentals, Enhancing Uber One Subscriber Benefits

In today’s experience-driven economy, organizations invest significant resources in designing aesthetic environments, personalized services and special moments intended to leave a lasting impression. Yet, despite these efforts, not all experiences impact guests. The question then is: What determines whether a guest experience is truly impactful? Our research suggests that the answer lies as much in the experience itself as in the way it is received. More specifically, it depends on the extent to which guests are mentally present and engaged during the experience. Why the Hotel Guest Experience Often Lacks Presence In many situations, guests are only partially attentive. They may be distracted by their phones, preoccupied with work or family concerns, or simply moving from one activity to another and cannot fully notice what surrounds them. As a result, even well-designed experiences can be underappreciated. Our findings recommend reconsidering how value is created in experience-based contexts. Traditionally, emphasis has been placed on improving the objective quality of offerings such as enhancing service standards, refining design or adding new features. While these elements remain important, they represent only part of the equation. Equally important is the guest’s cognitive state during the experience. The Psychology of Guest Experience We focus on one specific concept, namely socio-cognitive mindfulness, which is defined as a state of being aware and actively engaged in the present moment. When guests are mindful, they process experiences differently. They notice more details, from design elements to service interactions, and they engage more deeply with what is happening around them. This conscious attention enriches their overall perception of the experience, making it more personally meaningful and memorable. Importantly, socio-cognitive mindfulness also contributes to guest well-being. Being fully present allows guests to disconnect from daily stressors and derive greater enjoyment from the moment. Rather than simply consuming an experience, they live it more fully, which enhances psychological states and further leads to more favorable attitudes toward the hospitality brand. In addition, guests who are more attentive and engaged are more likely to express intentions to revisit, recommend the experience to others and maintain a positive relationship with the brand. Designing Experiential Hospitality To show this, our research draws on multiple empirical studies conducted in hospitality and tourism contexts. Across these studies, we examined how guests’ socio-cognitive mindfulness influences their experience perceptions, brand attitudes and behavioral intentions. The findings consistently show that guests who are more attentive and mentally engaged report more positive evaluations of their experiences, more positive attitudes, and greater intentions to revisit and recommend the brand. Importantly, the results also indicate that mindfulness enhances not only how experiences are evaluated, but how they are felt, contributing to greater enjoyment and overall well-being. We suggest that organizations should not only focus on delivering high-quality experiences but also on creating conditions that encourage guests to actively engage with them. For example, reducing unnecessary distractions, structuring experiences to allow moments of pause, and guiding attention toward key elements can all help achieve a greater sense of presence. Well-being begins with guests

Hotel digital transformation has moved from a strategic ambition to an operational requirement. For hotel groups, the focus is no longer on adding more systems. Instead, the priority is building a technology foundation that can scale across properties, brands, and regions. Many hotel companies still operate with fragmented systems. PMS, POS, CRM, and guest engagement tools often function independently. As a result, data is isolated, workflows vary by property, and staff must compensate for system limitations. At the same time, the market continues to invest heavily in technology. The hotel management software sector was valued at over USD 4 billion in 2025, reflecting sustained demand for more connected and flexible platforms. This growth signals a structural shift. Technology is now central to how hotel groups operate, compete, and expand. Takeaways Data creates value only when it is accessible and actionable across the organization. Hotel digital transformation must align with the operating model to support scalable growth. Cloud-based infrastructure and modern PMS platforms are critical foundation layers. API-driven connectivity enables integration, automation, and future adaptability. Security and privacy must be embedded into the system architecture from the start. Why hotel digital transformation must start with operations Hotel digital transformation succeeds when it is aligned with the operating model. Without that alignment, even modern systems can introduce complexity rather than reduce it. For example, a single property may perform well using local systems and processes. However, issues emerge when scaling across multiple locations. Guest data remains siloed, reporting becomes inconsistent, and integrations require manual intervention. Over time, these inefficiencies limit growth. Therefore, hotel groups must define which processes should be standardized and which systems should be centralized. This creates a consistent operational baseline. It also ensures that technology supports the business, rather than dictating how teams work. Modernizing infrastructure to support growth A scalable transformation begins with infrastructure. Many hotel groups still rely on legacy, on-premise systems that limit flexibility and integration. Moving toward cloud-based platforms is often the first step. However, infrastructure modernization goes beyond system replacement. It includes upgrading connectivity, improving property-level networks, and ensuring reliable access for both staff and guests. These elements form the operational backbone. The PMS plays a critical role in this layer. If the PMS cannot support integrations, unified guest profiles, or efficient onboarding, other improvements will struggle to deliver value. For this reason, many hotel groups prioritize PMS modernization as part of their broader transformation strategy. Designing for connectivity and adaptability Scalable hotel digital transformation depends on connectivity. Systems must be able to exchange data reliably and adapt to new requirements over time. APIs have become central to this approach. They enable PMS, POS, CRM, RMS, and other platforms to operate within a connected ecosystem. Without this level of integration, data remains fragmented, and automation becomes difficult. Importantly, future-proofing does not require predicting every new technology. Instead, it requires selecting systems with flexible architectures. As industry research continues to show, integration and data accessibility are now prerequisites for adopting emerging capabilities such as AI

Travelers have always wanted great experiences. But in 2026, what they value most is something simpler — and harder to deliver consistently: ease. Our latest global research, Travel Dreams 2026: From data to delight , shows how expectations across hospitality are shifting away from headline grabbing amenities and toward experiences that feel intuitive, flexible, and emotionally supportive. Built on insights from 6,000 travelers , 500 senior hoteliers , and destination management organizations worldwide, the study reveals how ease is fast becoming a defining measure of quality. Personalization remains central to this shift. But its meaning is evolving. While 74% of travelers expect personalized experiences , today they value choices that give them control and reduce stress, from selecting an aromatherapy or air purification package to opting for a locally curated culinary experience — small touches that help them truly recharge. This reflects a broader change in how travelers think about wellbeing. According to the research, 41% want to return home feeling calmer , and many increasingly associate their ideal destination with the ability to disconnect naturally — where the surroundings are more engaging than their screens. In this context, wellbeing is no longer confined to spas or wellness packages. It extends into everyday operational decisions that shape how smooth, flexible, and reassuring a stay feels. For hoteliers, this has clear commercial implications. Travel Dreams 2026 identifies the room and service features that matter most to travelers today: early check‑in and late check‑out, preferred views or floors, personalized welcomes, sleep friendly options, and improved air quality. These are not extravagant investments, but thoughtful enhancements that deliver time, comfort, and peace of mind. When offered at the right moments in the guest journey, they also unlock meaningful revenue. Amadeus research suggests that a mid‑scale hotel could generate up to US$1 million in additional annual revenue simply by merchandising these high-demand attributes — without adding rooms or undertaking major renovations. Technology, particularly AI, is increasingly supporting this shift — quietly powering the forecasting, revenue intelligence, automation, and conversational tools behind the personalized experiences travelers now expect. Among the hoteliers surveyed, 499 out of 500 plan to invest in AI in 2026 , with average spending of around US$320,000 per property globally, which increases to US$400,000 amongst U.S. based hoteliers. The focus is not on novelty, but on making stays feel easier and more tailored, while supporting operational efficiency behind the scenes. AI is also reshaping how travelers discover and choose hotels. The research shows that 69% of travelers now rely on AI ‑ generated summaries when researching where to stay. This shift elevates the importance of generative engine optimization (GEO) alongside traditional SEO, as hotels seek visibility in AI‑driven recommendations. Yet the message from travelers is clear: technology should enhance, not replace, human service. Guests still value staff who welcome them, assist them, and care for them. AI is at its best when it quietly smooths the experience, freeing teams to focus on connection and hospitality. Sustainability is also playing a growing role

At leading ski resorts and official partner hotels for global events like the Winter Olympics, guest arrivals follow a distinct rhythm. Mornings begin early, with guests arriving prepared, equipment in hand, schedules aligned with lift openings or competition timetables. On peak event dates, industry data from CoStar shows Milan hotel occupancy exceeding 85%, placing sustained pressure on front desk teams to deliver both efficiency and experience. Within this environment, small, well-designed touchpoints play a critical role in shaping the overall stay. This week, GCSTIMES focuses on event-themed wooden key cards, following features on World Cup and anniversary applications, highlights how ski resorts are using design to align operations with guest intent. A ski-themed key card, customized with resort branding or event-specific visuals, is part of a structured check-in interaction that staff can deliver consistently across high-volume periods. At the front desk, this translates into a simple but effective exchange. As guests check in, staff can acknowledge the day’s conditions or event schedule while handing over the key card, reinforcing the purpose of the trip from the first moment of contact. The interaction is brief, repeatable, and adaptable across teams. That is an important consideration during peak staffing rotations. Operationally, this approach supports several outcomes. It provides a shared reference point between staff and guests, helping to streamline communication during busy check-in windows. It also ensures that the property’s connection to the slopes or the event is clearly communicated without adding complexity to the workflow. Most importantly, it creates continuity: the same visual and thematic cue travels with the guest from lobby to room and throughout their stay. For ski resorts managing high demand and tightly scheduled guest journeys, consistency is as valuable as creativity. Event-themed wooden key cards offer a way to embed both into daily operations, supporting front desk efficiency while reinforcing a cohesive, event-driven experience. In high-performance hospitality environments, these details are not decorative. They are structural elements of the guest journey, designed to move in step with the pace of the mountain.