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Beyond Digital Touchpoints: Why Hotels Need a Unified Guest Journey Platform The hospitality industry has invested heavily in digital transformation over the last decade. Hotels have adopted mobile apps, online check-in solutions, in-room entertainment systems, guest messaging platforms, digital signage, AI-powered chatbots, and countless other technologies designed to improve the guest experience. Yet despite these investments, many guest journeys remain fragmented. Guests move between disconnected systems. Hotel teams manage multiple vendors, interfaces, and content repositories. Valuable guest data remains siloed. And perhaps most importantly, hotel technology stacks often struggle to demonstrate measurable business outcomes beyond feature adoption. The question is no longer whether hotels need digital guest-facing technology; it is whether they can afford it. The question is whether all these touchpoints work together as a single ecosystem. From Solutions to Platforms Historically, hospitality technology has evolved through point solutions. Hotels purchased an IPTV platform for in-room entertainment, a separate system for guest messaging, another for online check-in, and yet another for digital signage or mobile engagement. While each solution addressed a specific operational need, the guest experience became increasingly fragmented. A guest who upgrades their room before arrival often receives unrelated offers during their stay. A preference shared through a mobile app may never reach the in-room TV. Marketing campaigns, service requests, loyalty initiatives, and guest communications frequently operate in parallel rather than in sync. Modern hospitality requires a different approach: platform thinking. A unified guest journey platform connects every interaction from pre-arrival to post-stay through a single digital ecosystem, ensuring that guest data, communication, personalization, and revenue opportunities remain consistent across every channel. One Platform for Every Guest Touchpoint This philosophy sits at the core of Hoteza's Guest Journey Platform. Rather than offering standalone products, Hoteza brings guest-facing technologies together into a single, integrated environment that supports every stage of the hospitality experience. The platform connects online check-in, digital registration, guest applications, in-room entertainment, AI-powered communication, digital signage, casting solutions , guest internet access, and in-room tablets into a single centralized ecosystem. The result is a consistent guest experience regardless of where the interaction takes place. Whether a guest receives an upgrade offer before arrival, requests room service through a mobile device, interacts with an AI concierge, watches personalized content on the in-room TV, or books another stay after departure, every touchpoint becomes part of the same journey rather than an isolated transaction. For hotels, this creates something even more valuable: operational simplicity. Instead of managing multiple disconnected systems, teams can orchestrate content, communication, promotions, and guest engagement from a centralized platform. The Shift from Features to KPIs Perhaps the biggest transformation happening in hospitality technology today is the move away from feature-based purchasing decisions. Hotel executives are increasingly evaluating technology through the lens of business performance. Can a platform increase ancillary revenue? Can it improve RevPAR? Can it reduce operational workload? Can it contribute to higher guest satisfaction scores? Can it strengthen loyalty and repeat bookings? These are the metrics that matter. A modern guest journey platform

The upcoming pastoral visit of His Holiness Pope Leo XIV to Spain is expected to generate a substantial economic and tourism impact across Madrid, Barcelona, and the Canary Islands, reinforcing the powerful role major religious events can play in supporting local communities, businesses, and destination visibility. According to ObservaTUR, a tracking and monitoring tool specialising in outbound tourism, the overall economic impact of the papal visit across Spain could reach between €90 million and €125 million, underscoring the scale of opportunity for the country’s tourism sector. At a city level, Data Appeal Mabrian estimates that the Pope’s visit to Madrid between 6–9 June could generate approximately €73.8 million (US$86 million) in incremental tourism spending, driven by the estimated 1.8 million attendees expected to participate in the various events. Food and beverage services are projected to account for the largest share of visitor spending, representing 78% of the total impact (€57.3 million), followed by transport (€12.0 million) and accommodation (€4.5 million), highlighting the broad distribution of economic benefits across the tourism ecosystem. Current booking trends also point to heightened tourism activity during Pope Leo XIV’s upcoming visit. According to Data Appeal Mabrian data collected from online travel agencies, average hotel prices in Madrid for the weekend of 5-7 June 2026 stand at €298 per night, representing a 4.5% increase compared to the same weekend last year. Separate data from STR indicates that hotel occupancy levels in Madrid for 6-8 June are currently running between two and four percentage points higher than comparable dates in 2025. Meanwhile, research from the Madrid Hotel Business Association (AEHM) projects average occupancy rates close to 82% during the Pope’s stay, peaking at more than 87% on Saturday 6 June. Barcelona is also experiencing increased demand during the Pope’s visit from 9-10 June, with hotel occupancy currently tracking four to seven percentage points above comparable 2025 levels, according to STR. Historical papal visits demonstrate lasting tourism impact Previous papal visits to Spain and other destinations have demonstrated similarly strong economic outcomes. The visit of Pope Benedict XVI to Barcelona in 2010 generated an estimated €29.8 million in economic impact for the city, according to Barcelona City Council data cited by ObservaTUR. This included €25.2 million in direct visitor spending across accommodation, dining, transport, and shopping, alongside additional destination visibility and reputational value. Similarly, World Youth Day in Madrid in 2011, attended by Pope Benedict XVI, generated €207.2 million in direct attendee spending, while overnight stays in the Spanish capital increased by 29% during the event. Surveys conducted afterwards showed that 90% of international pilgrims intended to return to Spain in the future, highlighting the long-term tourism legacy such events can create. Globally, papal visits have also proven to be major economic drivers. During Pope Francis’ visit to Bogotá in 2017, authorities estimated that more than 600,000 visitors attended an open-air Mass, generating over US$61 million for the local economy. The findings and past examples highlight the lasting economic impact of papal visits and faith-based tourism, which not

Renewed momentum is taking shape across the U.S. hospitality investment landscape, driven by debt market liquidity, selective equity deployment, and shifting global capital dynamics. Active lending markets are compressing spreads and helping restore confidence. Despite the current geopolotical environment, activity is increasingly spilling into equity as legacy challenges are resolved and stalled transactions begin clearing. At the same time, investor conviction is becoming more targeted, favoring high-quality assets, resilient demand drivers, and markets perceived to be at or near cyclical inflection points or targeting significantly strained assets. Consumer spending remains bifurcated, with ultrahigh-net-worth travelers driving performance at the luxury and resort end of the market and middle-income travelers prioritizing value. Modular construction, brand expansion, and evolving development strategies are reshaping project economics. Meanwhile, cross-border capital is closely monitoring currency movements, geopolitical events, and pricing dislocations to determine the timing of reentry. Together, these forces lay the groundwork for a more active transaction environment as pricing discovery improves and capital gradually moves off the sidelines. A few key takeaways include: The 2026 FIFA World Cup is expected to drive higher hotel demand and revenue across host markets, creating a temporary boost in occupancy and rates. Domestic travel is increasingly driven by top earners seeking luxury experiences, while overall U.S. lodging demand grows modestly at 1.3%. Hotel rates are expected to remain largely flat as competition and price-sensitive travelers drive selective discounts, with modest growth of 1.35% signaling a gradual, disciplined recovery in pricing power. Occupancy is expected to remain flat at 64.1%, reflecting steady recovery from pandemic lows but still below pre-COVID peaks, with modest gains projected through 2029. AI adoption is accelerating in hospitality, improving operations, guest services and revenue management, with venture capital investment fueling innovation and broader implementation.

ARLINGTON, Va. – The U.S. hotel industry reported positive year-over-year comparisons, according to CoStar ’s latest data through 30 May. CoStar is a leading global provider of online real estate marketplaces, information and analytics in the property markets. 24-30 May 2026 (percentage change from comparable week in 2025): Occupancy: 62.2% (+1.9%) Average daily rate (ADR): US$158.53 (+4.5%) Revenue per available room (RevPAR): US$98.59 (+6.5%) Among the Top 25 Markets, New Orleans saw the only double-digit occupancy increase (+10.9% to 56.1%). Las Vegas posted the largest gains in ADR (+24.4% to US$218.86) and RevPAR (+33.6% to US$174.42), helped by multiple concerts, including BTS, the Jonas Brothers, and No Doubt. Overall, 18 of the Top 25 Markets saw a lift in RevPAR. Minneapolis reported the steepest declines in occupancy (-8.2% to 51.6%) and RevPAR (-8.9% to US$64.49. For more information about the company and its products and services, please visit costargroup.com . Additional Performance Data CoStar’s world-leading hotel performance sample comprises 94,000 properties and 12 million rooms around the globe. Members of the media should refer to the contacts listed below for additional data requests.

HONG KONG – Hong Kong's hotel market has reached a critical inflection point, according to JLL's (NYSE: JLL ) latest analysis, undergoing a significant transaction characterized by high investor interest and limited supply. As estimates of visitor arrivals are projected to recover toward 53.8 million in 2026 amid fundamental shifts in demand composition, capital markets repricing, and Hong Kong's evolving role within the Greater Bay Area, the special administrative region is poised for a unique recovery, says JLL. According to JLL and Bird & Bird’s Hong Kong Investment Guide, the market recovery represents far more than a simple return to pre-2019 conditions. Performance divergence between assets is widening significantly, creating a market of contrasts that favours owners and investors with operational flexibility and strategic capital deployment capabilities. Furthermore, Hong Kong's strategic focus on major events, supported by new infrastructure including Kai Tak Sports Park, is expected to create periodic demand spikes that can support stronger rate compression during peak event windows. Returns are increasingly shaped by asset selection, capital strategy, and execution capability rather than market-wide recovery alone. For the right capital with operational flexibility and strategic vision, Hong Kong's hotel market presents selective opportunities in a fundamentally transformed landscape. Cleavon Tan, Senior Vice President, Advisory & Asset Management, Hotels & Hospitality, Asia Pacific, JLL's Hotels & Hospitality Group Transaction activity recovered in 2025 to approximately $790 million across fifteen deals, according to JLL analysis, marking improvement from cyclical lows while remaining below historic peak levels. Buyer composition has shifted toward cash-rich local and regional capital, including mainland Chinese investors and owner-operators seeking strategic footholds rather than purely financial investments. This has driven increased interest in alternative transaction structures such as long-term leases and joint ventures. JLL data reaffirms prime assets in core urban districts are demonstrating resilience, supported by constrained supply and strong demand from higher-yield segments including long-haul travellers, MICE, and premium regional visitors. Luxury and upscale properties have notably outperformed on a relative basis, benefiting from stronger pricing power and exposure to these high-value demand segments. However, older or unfavorably positioned properties face mounting pressure from changing visitor behaviour, rising operational costs, and competition from alternative uses. These market dynamics are creating selective opportunities for sophisticated investors, particularly in repositioning, repurposing, and strategic conversion strategies. According to JLL, a significant trend has emerged over the past five years, with approximately $2.2 billion of hotel transaction volume linked to conversion or alternative-use strategies. These conversions—including student accommodation, co-living, and other long-stay formats—have created an additional liquidity channel for older or operationally challenged assets, demonstrating the inherent flexibility of hotel real estate in Hong Kong. Andrew MacGeoch, Partner and APAC Co-Head of Bird & Bird's Hotels, Hospitality & Leisure Group, adds: "We have seen a very significant interest in hotel acquisitions in the HKSAR in the last 12 months whether for conversion to student accommodation or to remain as hotels. There have also been important legal changes such as the Extension of Government Leases Ordinance and also, in July

At the EHL HumanX Summit in Lausanne, which he helped organise, Simone Puorto sat down with Andrea Monti, CEO of EHL Next. Monti has spent more than twenty-five years across corporate business and start-ups, and now runs EHL's innovation arm. He is interested in two things above all, where hospitality's next ideas will come from, and whether the industry is measuring anything that matters. His answers to both were blunt. The full conversation is available to watch below. Innovation comes from outside the industry Monti's starting belief is that hospitality's real innovation will come from outside hospitality. EHL trains students in human competencies that travel well, into retail, luxury, wellbeing, private banking, even management consulting, any field where the human-to-human relationship matters. He wants that exchange to run both ways. Treated as an open innovation platform, EHL can trade ideas, behaviours and business models with other industries, and lift the rate of new ideas worth testing. Simone reached for The Wisdom of Crowds and the point that a room full of experts will eventually agree on everything, so real innovation needs an outsider in the room. Monti runs his programme on that logic, with workshops, challenges and design sprints that bring people from different industries together to share what they need and to see which ideas can be put into practice. Why the industry stops looking If outside ideas are so useful, why do so few operators go looking for them? Monti's answer is partly comfort. Many destinations are still full. When a hotel in Paris, Milan, Berlin or Shanghai runs at eighty-five or ninety percent occupancy every weekend, there is little reason to test something different. Real change tends to come from a crisis, from regulation, or from the lucky few entrepreneurs with the time, the money or the spare venues to experiment in. He sees the most interesting experiments where industries converge, between wellness, hospitality, nutrition and sport. The rest of the time, he said, the industry is reactive, running behind schedule to win the next guest. Innovation becomes a word people use rather than something they do. Measuring the wrong things This is the part Monti cares about most. Asked whether hospitality measures the wrong things, he answered with a flat yes. The industry still runs on industrial, financial metrics, ADR and RevPAR chief among them. Guest experience does not show up in those numbers. You feel it as a guest, and the business can only reach for proxies, the reviews and NPS scores that gesture at it after the fact. What he wants measured is impact, the value a venue creates not only for the guest but for its workforce, its community and its wider stakeholders. Other fields are well ahead here. Impact investment, energy and sustainable agriculture already work with measures like social ROI and Theory of Change. Hospitality, by his reckoning, is some way behind, though a few people, some of them at the summit, are starting to close the gap. Part of the

Eugene’s hotel market has experienced strong growth in recent years and continues to benefit from significant investment in the city. Eugene has emerged as a leading Pacific Northwest travel destination, and hotel demand benefits from its mix of demand generators that have resulted in increased commercial demand and a strong tourism industry. Growth Drivers Behind Eugene’s Rising Visitation Eugene has become one of Oregon’s fastest growing travel destinations through a mix of university development and events, popular Willamette Valley outdoor recreation, and a growing technology sector. Home to the historic University of Oregon , the city attracts visitors year-round for collegiate sports, cultural events, and academic conferences. In recent years, investments have provided a significant boost to Eugene’s economy and provided hotels and other services with strong levels of demand. The largest recent development is the construction of the $1-billion Phil and Penny Knight Campus for Accelerating Scientific Impact , which has helped fuel new business travel and economic growth. Other investments include the university’s startup program and its research expenditures, which totaled approximately $125 million in 2024/25 . A growing cluster of technology companies has further diversified the local economy, supporting steady hotel demand and year-round visitation. The area is currently home to many technology companies, including Pipeworks Studios , Zynga , and IDX Broker , as well as specialized medical facilities, such as the Slocum Center for Orthopedics & Sports Medicine . In total, over 70 tech companies have moved to Eugene in the past decade. Additional key technology companies have announced plans to establish or expand facilities in Eugene in the near term, such as Amazon , Penderia Technologies , and Ksana Health . Other major technology developments include new micro-LED manufacturing initiatives, growth in various robotics companies, and specialized programs at the University of Oregon that focus on high-performance computing, software development, and hardware manufacturing. This technology growth in the market has resulted in significant improvements for Eugene hotel metrics in recent years. According to Travel Lane County representatives, hotel room-night revenue in the market has increased by roughly 40% since 2016 as a result of strong occupancy levels and rising guestroom rates. A large portion of this growth, particularly in the shoulder seasons and at the market’s extended-stay hotels, is attributed to the technology industry. Travel Growth and Rising Visitor Spending in Lane County Tourism to Eugene is especially popular during the summer and fall months, when warm weather and outdoor activities draw visitors to the Willamette Valley. Recent reporting shows that the Lane County region, including Eugene, recorded more than 3.5 million overnight stays in 2025 . This growth is particularly notable in the visitor spending reported by Travel Oregon , as shown in the chart below. Roughly 80% of the travel spending within the county occurs in the Eugene-Springfield market, with visitors staying in hotels, motels, and short-term rentals accounting for 65% of overnight visitor spending in the county. Furthermore, of the nearly $1.4 billion spent by travelers in the region in 2025,

HVS was proud to sponsor NYU IHIF this year. Following several months of surprisingly strong RevPAR and revenue growth, the mood was much improved from ALIS. Conversations around AI, branded residential, and renovations and conversions were most prevalent. Transaction activity is lagging the market recovery, but indications are that the buyer/seller gap is narrowing. Consumer spending and travel have continued and are proving to be resilient, despite factors such as inflation, the duration of peace talks between the U.S. and Iran, and the impact of oil prices on transportation and consumer goods. Travel among the middle class is gaining traction, and consumers may choose to drive rather than to fly to domestic destinations when pricing is a major factor. Alternatively, there is little-to-no price resistance in luxury travel, which has contributed to substantial RevPAR growth despite the macroeconomic dynamics. There is significant investment interest in the luxury segment currently, as it has continuously proven to be resilient amid geopolitical factors, rising construction costs, and growing supply costs. Capital interest has remained stronger in this caliber of asset. Geopolitical factors are creating short-term uncertainty, which is delaying the deployment of capital in the hotel industry. However, the credit market (e.g., CMBS) is improving a little, facilitating the completion of transactions. It is important to note that the bid-ask spread is gradually narrowing, depending on the hotel product type and opportunities. Capital stacks are requiring more creativity than ever before. As interest rates remain stagnant and uncertainty around the economy prevails, both equity and debt investors are playing it safe, and a more diverse capital stack is needed to push deals across the finish line. Foreign market interest remains strong; less red tape in countries like China and India provides stronger opportunities for development, and with an expanding middle class, these countries remain an attractive option for future projects. In fact, major hotel brands like Hyatt and IHG have the majority of their current development pipeline in the Asian markets. Brand Conversions Can Enhance Returns If Done Right In the brand conversion space, understanding the market/demand mix is crucial in determining the right brand for an asset. Is the market more reliant on midweek commercial demand driven by business travelers using brand loyalty points or seeking a higher end hotel product? Will the brand conversion truly help the hotel capture greater market share in a segment that it currently lacks because of the outdated product offering? These questions are crucial for ownership and brand representatives to answer when selecting the right affiliation for a property. During the rebranding process, the hotel owner/operator and brand representatives should establish a plan that provides a reasonable timetable for the conversion renovations and considers anticipated business disruptions. They should identify the ramp-up time that would be required and incorporate that into the forecast/pro forma. It’s also important to be thoughtful and realistic about the scope of work and cost that would be required to elevate the guest experience and enhance the hotel product to ensure upselling

Alexandria VA — Business travel within and to the United States continues to be a major engine powering the nation’s economy and growth, generating $623.8 billion in total gross domestic product (GDP) impact as related travel spending reached $538.5 billion , according to a new study released today by the Global Business Travel Association (GBTA). Based on comprehensive analysis of 2024 data, the report reveals the far-reaching impact of business travel across industries, employment, public finances and regional economies across all 50 states, including accounting for 2.1% of the entire U.S. economy (GDP) and $148.6 billion in U.S. tax revenue . It supports 6.7 million jobs nationwide and is also linked to 1 in every 24 U.S. jobs . The new findings also show that nearly 488 million business trips were taken across the U.S. in 2024, underscoring the scale and reach of business travel activity to, within and across U.S. states. Business travel delivers value that reaches well beyond companies and travelers ─ it’s also about direct economic impact in communities across the country. From supporting millions of jobs to funding public services, the data shows how deeply business travel is connected to U.S. economic resilience, growth and competitiveness. Suzanne Neufang, CEO of GBTA U.S. Business Travel Reaches Record Highs, Powers Economic Growth Business travel spending in U.S. destinations reached a record $538.5 billion in 2024 (up from $501.1 billion, or 7.5%, since 2023) and includes: $270.0 billion from domestic travel $50.7 billion from international inbound travel $217.8 billion from meetings and events delivery and management The data also underscores the industry’s strong multiplier effect across the U.S. economy, revealing that each dollar invested in business travel in 2024 generated $1.16 in GDP . Business travel is inherently location-focused, so increased travel spending translates directly into domestic growth, jobs and tax revenue at those locations. A Major Driver of Jobs, Wages and Economic Opportunity Across the U.S. In 2024, business travel supported 6.7 million jobs across the U.S. , spanning direct employment in travel-related sectors, supply chain roles, and jobs supported through re-spending of wages. Altogether, 1 in every 24 U.S. jobs was linked to business travel activity , reinforcing its importance as a pillar of the American workforce, including: 3.7 million direct jobs (e.g., travel-related industries) 1.2 million indirect jobs (e.g., related supply chains) 1.8 million induced jobs (e.g., the re-spending of wages) Additionally, in 2024 the sector also generated $366.4 billion in wages , supporting U.S. workers across hospitality, transportation, professional services sectors and beyond. Business Travel as a Significant Contributor to Public Revenue Business travel remains a substantial source of government funding, contributing $148.6 billion in total tax revenues in 2024, including: $76.9 billion in federal taxes $71.7 billion in state and local taxes On average, each business trip generated approximately $290 in tax revenue , highlighting the industry’s direct value to public services and government revenue. Notably, the study finds that without business travel, U.S. households would need to contribute an additional $1,102 annually to

Luxury hospitality tends to come in small packages. To put a number to this, Relais & Châteaux’s renowned luxury properties across North America average around 40 rooms, with few exceeding 70. For hotels of this size, it’s manageable (though never simple or easy) to give every guest the intimate attention that should lie at the heart of the luxury experience. A general manager can be visible. Staff become familiar faces, and guests become familiar faces as well, with stories known in detail by the people serving them. So what happens when the operation is larger? How do you maintain standards when a property operates at the scale of a village or small town? I had to figure this out in a hurry. In April 2021, I took on the responsibility as president and CEO of The Boca Raton in South Florida, a 1,000+-room property, with a specific remit from ownership: elevate the resort to a Forbes Five-Star level and capture full STR share against its established competitors. The deadline was The Boca Raton’s 100th anniversary in 2026—an aggressive timetable, particularly given that a major transformation, with a cost in the hundred millions, was already underway. We were about to find out if luxury could be delivered at that size without losing what makes it luxury in the first place: recognition, familiarity, and a sense that the hotel knows and anticipates the guest. Divide and Delight It was clear to me when I took the job that delivering luxury at this scale would require us to subdivide, conceptually and operationally. With ownership’s approval, I proposed dividing the campus into five distinct hotels under The Boca Raton’s umbrella, each with its own leadership structure, service rhythm, and guest profile. If we succeeded, the resort would operate on a large scale, but the guest would never experience it that way. These “hotels within a hotel” range from 60 to 300 rooms—large enough to run operationally, small enough to feel welcoming, even cozy. I think of these as pockets of connection, environments where guests are recognized and where associates have the opportunity to know the people they are serving. The hotels are segmented as follows: Beach Club emphasizes a relaxed pace and informal interaction—what we describe as modern “barefoot elegance”—for guests seeking an unpretentious oceanfront stay. Cloister serves primarily corporate and group travelers, with nearly 300 rooms and direct access to extensive meeting space within architect Addison Mizner’s original 1926 design. Yacht Club provides an all-suites, adults-only, particularly private experience with the highest level of individual attention. Tower serves families and multigenerational travelers who often require flexibility and accessibility. Bungalows offer residential-style accommodations for longer stays, with a distinct architectural and experiential feel, along the lines of a Florida version of a stay in Santa Barbara. Each hotel has its own personality and arrival experience while delivering the same core service standards and full access to the amenities of the 200-acre private Club and resort. When a guest needs something, whether routine or in