Is the Caribbean’s On-Island Resort Sector Being Crushed by the Cruise Industry?

In this week of the ALIS CALA annual Caribbean hotel investment conference, I found the latest report by the World Travel and Tourism Council, titled “Cruising For Impact”, to be highly pertinent – if rather biased. Given its significant reliance on data from the Cruise Lines International Association, the report read more like a P R exercise for the cruise industry. There may be areas of the world where cruise lines still provide valuable benefits to local communities. However, over recent years, the opposite has become true in the Caribbean. The current business model of the cruise lines has become decidedly exploitive of the region with significant longer-term negative impacts on the region’s on-island tourism development, particularly, for existing hotels and new resort projects. While my role over more than two decades involves Caribbean resort development, I have previous early experience of three years as a hotel officer on board cruise ships and, later, as Hotel Services V P for four explorer cruise ships. I believe that gives me a well-founded viewpoint in evaluating how passenger spend, operating costs and taxation applies to the cruise industry in the Caribbean, compared to the stay-over visitor tourism of island hotels, condo rentals, timeshare and marinas. Today’s giant cruise ships have large scale leisure facilities on board including multiple restaurants, bars and shops, as well as casinos, spas and water parks, which all now present a direct disincentive to spending time – and money – in Caribbean ports. Ships now ban bringing duty free liquor on board in calling ports – on “security” grounds. Ships have their own jewelry and electronics shops on board. St Maarten is still one of the more successful cruise calling ports for retail outlets but, even there, the size of the duty-free retail sector in Philipsburg has shrunk considerably in recent years, thanks to direct competition from onboard shops. Ships’ commissions for shore excursions have risen over the last few decades from 10% to 50%. That inevitably drives shore excursion prices significantly higher, as local companies struggle to operate vehicles and boats on a viable basis. The end result today is that a smaller percentage of passengers actually go on excursions and an increased ratio of passengers never go ashore at all in many Caribbean ports. On that basis, any attempt to compare “spend per hour” from the reduced percentage of cruise ship passengers going ashore against the spend of longer-term stay-over tourists on the islands is fanciful. The average spend per cruise ship passenger, quoted in another recent “cruise friendly” article at $165 (over $30 per hour ashore), seems very dubious. Average cruise ship ticket prices have declined in real terms over recent decades, attracting more budget-oriented passengers. After having to haggle with cruise ship passengers over the fare, most taxi drivers in the Caribbean will tell you - from their personal observation – that the average purchase per person ashore is more like “two beers and a tee shirt”. How does that start to even compare

Preferred Hotels & Resorts , the world’s largest independent hotel brand, is pleased to announce the addition of 20 new member properties to its global portfolio between January 1 and March 31, 2026. To celebrate, I Prefer Hotel Rewards members can earn 2,500 bonus points on eligible stays at any of these participating locations for a limited time. Ranging from a stylish Alpine escape to an all-inclusive dude ranch in the American West, these new members reflect the breadth of experiences that travelers can discover within Preferred Hotels & Resorts’ global portfolio. Highlights include: Ametis Villa Bali (Bali, Indonesia) – L.V.X. Collection : Located in the vibrant coastal village of Canggu, this intimate sanctuary features 14 private villas ranging from elegant one-bedroom retreats to a palatial double-story three-bedroom Grand Villa. Each villa is designed to offer a heightened sense of space privacy, and contemporary Balinese elegance, set within spacious landscaped gardens featuring a private swimming pool. The Ametis experience is elevated further by thoughtful, personalized touches including private airport transfers, dedicated butler service, and 24-hour transport within Canggu and Seminyak, alongside the convenience of in-villa dining. Guests can also indulge in therapeutic wellness treatments, such as reiki in the Ruby spa, or savor innovative cuisine at Billy Ho restaurant, curated by renowned chef-restarauteur Will Meyrick. Boscolo Hotel Lyon and Spa (Lyon, France) – L.V.X. Collection : Situated in the heart of Lyon’s Presqu'île district, one of the city’s most vibrant and culturally significant enclaves between the Saône and Rhône rivers, this historic French retreat invites guests to immerse themselves in timeless elegance. Showcasing a charming Belle Époque design where Italian luxury meets French refinement, the 132-room property dates back to the 1890s and has hosted icons such as Martin Luther King Jr. and Edith Piaf. The well-appointed rooms feature striking marbled bathrooms, blending classic sophistication with modern comfort. Guests can also enjoy a stylish bar, a spacious Grand Salon lounge, a gourmet Italian restaurant, and an expansive wellness area complete with a swimming pool, hammam, sauna, Roman thermal bath, and a curated selection of treatments. ENVI Paje (Zanzibar, Tanzania) – Lifestyle Collection : Set to make its debut this June, Zanzibar’s newest beachfront wellness lodge offers a barefoot luxury experience on the sapphire lagoon and pristine white sands of Paje Beach. Designed for travelers seeking wellness, renewal, and a deeper connection with nature, this intimate, oceanfront sanctuary features just 22-villas. Guests can embark on bespoke Wellness Journeys, blending a holistic range of experiences from meditative and wellbeing sessions to eco-conscious practices, local cultural immersion through crafts and cookery, water sports and beach activities. A range of treatments at The Sanctuary spa further enhance the experience, all guided by ENVI’s Signature African Wellbeing Philosophy, which pairs tradition and modern science. Loewen Hotel Montafon (Schruns, Austria) – L.V.X. Collection : This stunning Alpine retreat offers an idyllic escape for travelers seeking year-round mountain exploration amid the breathtaking peaks of the Vorarlberg Alps. Featuring 102 refined guestrooms and suites inspired by modern Alpine

A few weeks ago, I started “playing” with digital employees. You know… playing. The same way someone in the 1800s was probably “playing” with electricity right before it quietly took over the world. Because once you actually see what this is capable of doing inside real hotel workflows, it stops feeling like a cool experiment and starts feeling like something much bigger. And I’m not talking about chatbots. Not the “Hi, how can I help you today?” kind that guests ignore until they find the phone number. I’m talking about something very different. Something that doesn’t just assist – it works . That distinction is everything. For years, hospitality has been flirting with AI. We’ve had tools that help draft emails, suggest rates, answer basic guest questions. Helpful, yes. Occasionally impressive. But still assistants. Digital employees are a different category entirely. {{cta id="15"}} They don’t sit next to your systems – they sit inside them. They read, write, update, transfer, decide, execute. They don’t just respond to a guest asking about availability – they check the PMS, create the reservation, update the CRM, trigger internal tasks, send confirmation, and move on to the next request before your front desk even finishes their coffee. And yes, they know when to escalate to a human, which might be their most impressive skill. It means they’re not just automating tasks – they’re participating in operations. From what I’ve seen and tested, we’re already at a point where digital employees can handle a large portion of the intellectual work at the front desk – reservations, communication, data handling, coordination across systems. The remaining piece is the messy, emotional, unpredictable situations. In other words, hospitality . What this actually looks like in a hotel Let’s break it down, because this is where it gets very real, very fast. Guest-facing operations Digital employees can already answer calls and messages, handle reservations, changes, and cancellations, respond to detailed guest questions, offer upsells based on real-time context, and follow up before, during, and after the stay. This is everything the industry has been trying to automate for years, but this time it actually works . There is an important nuance here. If you are running a luxury property, replacing all human interaction with AI is not the goal. Upper-scale and luxury segments will move slower on the guest-facing side, not because they can’t adopt the technology, but because the human touch is still part of the product. Back office operations This is where digital employees shine. They quietly eliminate a surprising amount of operational friction. They can synchronize data across PMS, CRM, RMS, and other systems, clean and enrich guest profiles automatically, process emails and convert them into structured actions, assign and manage tasks, support revenue and distribution workflows, and assist sales teams with lead qualification and follow-ups. In practical terms, this means fewer manual processes, fewer errors, and significantly less time spent switching between systems. The real shift Yes, digital employees improve speed, reduce costs, and increase

Mixed-use is no longer a design experiment — it is quietly reshaping how hospitality assets are financed, programmed, and experienced. Increasingly, the hotel serves as the connective tissue within a broader ecosystem. The winners will not be the projects that simply add uses, but those that deliberately align design, operations, and recurring revenue into a cohesive, durable platform. Over the past several years, I have watched mixed-use developments evolve from a nice-to-have concept to a defining factor in the success or failure of hospitality assets. In my work with owners, developers, and operators across the hospitality landscape, this shift is playing out in real time. The projects that outperform treat mixed-use as an integrated ecosystem. The ones that underdeliver often approach it as simple adjacency. Neighborhoods where people live, work, and play were once aspirational. Today, they are expected. Retail, dining, fitness, entertainment, and residential components are increasingly designed to coexist within a single network, reducing friction, maximizing convenience, and encouraging daily engagement. Hotels are central to this shift. In many developments I see, the hotel is no longer just another component of the site plan. It is often the element that determines whether the broader environment feels alive or merely assembled. Hotels are increasingly anchoring mixed-use developments that support how people live, travel, and interact with place. Guests want more than a room. They want access to food, culture, wellness, and community without leaving the environment they have bought into, even temporarily. This movement toward fully integrated ecosystems is not unique to hospitality — it is emerging across industries that depend on deep consumer engagement. As David Kuperberg, SVP of Development at UMusic Hotels, notes, the goal is to capture both artists and their superfans, who drive roughly 80% of music industry revenue. "The vision is everything in one defined environment — media, retail, and live experience — creating a hub that goes well beyond a place to stay." As traveler expectations continue to blur with residential and lifestyle preferences, mixed-use developments are quietly redefining hospitality itself. The Luxury Segment Is Leading the Shift While mixed-use adoption is broad-based, the luxury segment continues to set the pace for innovation. High-end travelers increasingly expect environments that feel curated, frictionless, and deeply integrated into their lifestyle rather than isolated hospitality experiences. Luxury and upper-upscale hotels have led RevPAR recovery in the post-pandemic cycle , supported by resilient affluent demand and experience-driven travel patterns. Mixed-use environments naturally support these expectations by surrounding the guest with retail, wellness, residential, and culinary touchpoints that extend the brand beyond the guestroom. Astute luxury developers recognize that the hotel is not simply an accommodation component. It is a brand amplifier and traffic engine for the broader ecosystem. The Rise of Mixed-Use Hospitality Why Mixed-Use Accelerated Post-Pandemic Mixed-use development predates the pandemic, but recent years have seen materially accelerated adoption. Remote work, flexible travel patterns, and a heightened focus on wellness and community reshaped how people evaluate space. Single-purpose assets have proven particularly vulnerable during periods of

The latest Hotel Construction Pipeline Trend Report for Canada from Lodging Econometrics (LE) reveals, at Q1 2026, there are 331 projects/45,401 rooms in the total pipeline. Projects in the early planning stage reached a new all-time high room count in Canada with 176 projects/24,949 rooms, up 6% and 13% year-over-year (YOY), respectively. This record-breaking early planning total demonstrates sustained developer confidence and signals robust future growth for Canada's hotel industry. Currently, there are 64 projects/8,125 rooms under construction in Canada, while 91 projects/12,327 rooms are scheduled to start construction in the next twelve months. By chain scale, upper midscale projects continue to lead the pipeline with record-high totals of 137 projects/14,173 rooms, representing 41% of all projects and showing impressive growth of 5% by projects YOY. The midscale segment also reached new all-time highs with 44 projects/3,827 rooms, up 13% and 9% YOY, respectively. Additionally, both the upper upscale and luxury chain scales achieved record-high project and room counts at Q1. At the Q1 close, hotel construction projects in the province of Ontario continue to lead Canada's construction pipeline with 190 projects/27,567 rooms, representing 57% of the projects and 61% of the rooms in the total pipeline. Following Ontario is British Columbia with 68 projects/9,938 rooms, then Quebec with 26 projects/2,971 rooms, up 13% and 17% YOY, respectively. These three provinces account for 86% of the projects and 89% of the rooms in the total pipeline in Canada at Q1. In terms of cities, Toronto maintains its position as the market leader with 71 projects/11,420 rooms in the pipeline, representing 21% of all projects in Canada. Vancouver follows with 33 projects/5,781 rooms, then Niagara Falls with a record-high 23 projects/6,820 rooms, up an impressive 15% and 21% YOY, respectively. These three cities combined account for 38% of the projects and 53% of the rooms in Canada's total pipeline. Seven new hotels with 917 rooms opened in Canada during the first quarter. An additional 32 new hotels, accounting for 3,713 rooms, are scheduled to open by year-end. According to LE analysts, a total of 39 new hotels and 4,630 rooms will open in 2026, for a 1.2% growth rate. LE analysts forecast new hotel openings in Canada will continue to rise through year-end 2027 with a total of 51 forecasted new hotel openings with 5,666 rooms, marking a 1.5% new supply growth rate increase.

Norwalk, CT - HEI Hotels & Resorts, one of the nation's leading operators of institutionally owned hotels, has added the historic Westin Poinsett in Greenville, South Carolina to its portfolio. This is the first property HEI has operated in South Carolina, adding to its growing presence throughout the Southeast. The 200-room hotel is centrally located on South Main Street in downtown Greenville, just one block from the Peace Center. The property has been a fixture in Greenville since originally opening in 1925 and was added to the Historic Hotels of America in 2002 following a renovation and reopening as a Westin in 2000. The property includes two historic ballrooms, the Poinsett Ballroom and Gold Ballroom. The Westin Poinsett is a phenomenal property and the second hotel we are managing for Highline Hospitality Partners. We are grateful to them for providing us the opportunity to grow our relationship and are excited to expand our portfolio into South Carolina HEI Hotels & Resorts CEO and Managing Partner, Anthony Rutledge We are excited to be growing our partnership with HEI and are confident they will be a strong partner to drive performance and unlock the full potential of this historic property Todd Roffman, Partner at Highline Hospitality Partners

Autism Spectrum Disorder (ASD) is a neurodevelopmental condition that affects how individuals communicate, interact, and experience the world around them. For many individuals with autism, travel can be particularly challenging due to unfamiliar environments, changes in routine, and sensory overload from bright lights, loud noises, and crowded spaces. However, the autism community in the United States alone consists of between 25 and 35 million people who are eager to travel and show strong loyalty to companies that understand and accommodate their needs. Hotels that invest in autism training not only open their doors to a growing and underserved market but also demonstrate a genuine commitment to inclusivity and empathy-driven service. Leading hospitality brands such as Hilton, Marriott, and Karisma have already recognized this opportunity, implemented extensive training programs and earned certifications from organizations like the International Board of Credentialing and Continuing Education Standards (IBCCES) and Autism Double-Checked (ADC). This article provides accommodation providers a comprehensive guide for training hotel employees on supporting autistic guests. It includes step-by-step training protocols, a detailed checklist for associates, and actionable strategies for creating consistently inclusive experiences across all guest touchpoints. Understanding the Needs of Autistic Guests To serve autistic guests effectively, hotel employees first need to grasp the core characteristics of autism and how they impact the travel experience. Effective training goes beyond basic awareness it should cover key areas including communication styles, sensory processing differences, social interaction preferences, behavioral patterns (such as stimming or echolalia), and emotional regulation challenges. Formal certification programs, such as those offered by IBCCES, provide position-specific online training tailored to different hotel departments, from front desk and housekeeping to food and beverage and security. The IBCCES program ensures that at least 80% of guest-facing staff are trained and certified in autism and sensory awareness, with recertification required every two years to maintain standards. Similarly, the Autism Double-Checked (ADC) certification follows a three-stage model: general basic training for all staff, department-specific training, and development of site-specific visitor guides. Core Components of Effective Hotel Autism Training 1. Build a Foundation with General Autism Awareness Training Every employee who interacts with guests from front desk agents and concierge staff to housekeeping, restaurant servers, and security should complete foundational training on autism. The Dubai Way training platform, for instance, offers a comprehensive Autism and Sensory Awareness course that includes modules on autism identification, common needs, autistic perspectives, sensory awareness, and basic safety protocols. Key topics to cover include: What autism is (and what it isn't) Common myths and misconceptions Understanding sensory processing differences (hypersensitivity vs. hyposensitivity) The "spectrum" nature of autism: no two autistic individuals are the same Common co-occurring conditions (anxiety, ADHD, epilepsy) The concept of "masking" and why it can be exhausting for autistic people 2. Deliver Department-Specific Training For training to be truly effective, it must align with the day-to-day realities of each job role. Autism Double-Checked’ s job-specific training program ensures team members are equipped to assist guests on the autism spectrum in real, everyday situations with confidence and