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In this article, Sabine Filoni examines a costly blind spot in hotel marketing: the tendency to spend heavily on channels that claim credit for bookings they did not truly generate. The article argues that common attribution models, especially last-click reporting, often overvalue paid media while masking “recycled demand” — bookings from guests who had already decided on a property before encountering an ad, OTA listing, or retargeting campaign. By unpacking how this happens, Filoni challenges hotels to rethink what marketing is actually driving new business and what is simply capturing existing intent at an unnecessary cost (by team Hospitality Net) The Hotel Marketing Problem According to STR, hotels spend an average of 2.5% of room revenue on marketing. For a property running a $100 average daily rate, that equates to $2.50 per occupied room. In an environment where a single targeted click can cost $3 or more, without any guarantee of a booking, it raises an important question: is the issue really budget size, or how that budget is being used? Across paid search, retargeting, metasearch, and OTA channels, hotels routinely pay to convert guests who had already made the decision to book them. Consider a family planning a spring break trip to Myrtle Beach. They discover a hotel through organic search or word of mouth, visit the website, and mentally select it as their top choice. However, like most travelers before booking, they continue comparing options. Days later, when they return to book, they click on a paid ad, metasearch listing, or OTA link for the same hotel and complete their reservation. In this case, the marketing channel receives credit for driving the booking, even though the guest had already chosen to stay at the hotel. At the same time, competitor hotels appear alongside the property throughout the booking journey, forcing hotels to continually pay to defend demand they had already earned. This is relatively common and one of the most significant and underexamined attribution problems in hotel marketing. Why Attribution Models Miss the Full Picture Most hotel marketing performance is measured through attribution models that assign credit for a booking to a specific marketing channel. In most cases, last-click attribution is used, which gives full credit to the final interaction before the reservation is completed. As a framework for reporting purposes, it’s practical, but using it as a reflection of guest booking behavior is sometimes misleading. Travelers rarely book immediately after discovering a hotel. Instead, they research across multiple devices, consult travel companions, return to OTA listings, and revisit the hotel’s own website multiple times before committing. A guest who first encounters a property on a mobile device and completes the booking a week later on a laptop (or whose spouse finalizes the reservation) will almost certainly be attributed to whichever channel appeared last, regardless of where the actual decision was made. The result causes performance reports and analytics to significantly overstate the effectiveness of paid channels. Campaigns appear to generate strong returns when they may primarily be

For decades, the traditional meetings hotel served a straightforward function: provide space, convenience and operational reliability. Having spent years welcoming groups of all sizes, I have seen first-hand how that expectation has evolved. Today, that baseline is no longer enough. Corporate groups, associations and incentive planners increasingly expect meeting environments to contribute to engagement, creativity and attendee satisfaction—not merely accommodate it. Historically, success was measured by whether a ballroom was large enough, breakout rooms were available and audiovisual needs were met. Those fundamentals still matter, but they now represent the starting point rather than the finish line. Planners and attendees alike are far more discerning about how and where they gather, especially as time away from the office has become more intentional and valuable. Meetings are no longer isolated events; they are extensions of organizational culture, brand identity and strategic intent. As the meetings and events sector continues to evolve, hotels must reconsider how physical space, location and design influence the success of group gatherings. This shift mirrors broader changes in how professionals work, collaborate and connect. In many cases, meetings now serve multiple purposes at once: education, relationship building, strategic planning and morale boosting. As a result, the environments that host these gatherings must support a range of objectives and learning styles. A single meeting may include keynote presentations, small-group collaboration, networking, wellness activities and social engagement, all within a compressed timeframe. In this environment, the meetings hotel plays a dual role. It must deliver flawless execution behind the scenes while also shaping how attendees experience time spent together. The most effective properties understand that meetings success is measured not only by logistics, but by outcomes with ideas generated, relationships strengthened and experiences remembered. That outcome-driven mindset is increasingly shaping how hotels invest in their meeting products. Properties that succeed are those that view meetings as dynamic experiences rather than static events, and that understand how environment, service and atmosphere influence attendee behavior and perception. Why Location Still Leads Every Planning Conversation Even as hybrid meetings and flexible schedules reshape how groups gather, location remains one of the most decisive factors in site selection. Proximity to convention centers, transportation hubs, dining and entertainment continues to drive booking decisions, particularly for national meetings with diverse attendee profiles. Accessibility impacts not only attendance but also overall attendee satisfaction. Long travel times, complicated transfers and isolated venues can introduce friction before a meeting even begins. Conversely, centrally located hotels reduce stress and allow attendees to focus on the purpose of the gathering rather than the logistics of getting there. Hotels positioned at the intersection of business and culture offer planners greater flexibility when designing agendas. Easy access to the surrounding destination reduces transportation complexity while allowing attendees to move naturally between formal sessions and informal connection points. When meetings are hosted in places that feel accessible and engaging, participation tends to increase. Groups are more likely to arrive early, stay longer and take advantage of optional programming when the environment adds value

This week on Teague Talks, Teague travels to the newly developed dual-brand Embassy Suites and Tempo by Hilton Pigeon Forge, where he sits down with Alpesh Patel, CEO of Kana Hotel Group, to discuss the strategy and momentum behind the $80 million investment in the heart of Tennessee. From humble beginnings and an early passion for hard work, Alpesh shares how he strategically repositioned and evolved Kana’s portfolio, approaches brand selection with intention, and thoughtfully champions development in an ever-evolving landscape. The conversation dives into what it truly means to be guest-first—welcoming travelers like they’re entering your own home—and why no role is beneath him, from operations to housekeeping. Next week, tune in for Teague’s exclusive tour of the 276-room dual-branded property that seamlessly marries practicality with modern luxury in Pigeon Forge. About Teague Talks Teague Hunter, President and CEO of Hunter Advisors, created Teague Talks in 2020 to connect and educate the hospitality industry in a time of unparalleled uncertainty. Today, the popular series continues to bring our industry together and inspire the next generation of hospitality leaders. Bi-weekly Teague Talks episodes feature in-depth conversations with industry leaders, while Teague Walks features property tours alongside owners and developers. Subscribe to our YouTube channel or your favorite audio streaming platform to keep your finger on the pulse of the ever-evolving hotel industry. Click here for all episodes.

As we continue the Sustainability Q&A series, this section highlights our approach to climate action, including emissions reduction targets, carbon accounting and how we support customers in managing their environmental impact. Q13: Have you committed to achieving net-zero emissions? GCSTIMES has made a clear commitment to climate action. We are targeting a 42% reduction in Scope 1 and Scope 2 greenhouse gas emissions by 2030, with the long-term goal of achieving carbon neutrality by 2050. These commitments are aligned with our broader sustainability strategy and are disclosed through publicly available company information, reinforcing our focus on transparency and accountability. Q14: Do you report Scope 1, Scope 2 and Scope 3 emissions? To support these targets, we have established a comprehensive carbon accounting system. The company has completed an organizational greenhouse gas inventory covering Scope 1, Scope 2 and Scope 3 emissions. This inventory has been independently verified by a third party in accordance with ISO 14064 standards, ensuring accuracy and credibility. A summary report, including organizational boundaries and any applicable exclusions, can be provided upon request. Q15: Can you allocate product-related carbon emissions to customers? In addition to managing our own emissions, we also support our customers in their decarbonisation efforts. Through product carbon footprint assessments based on cradle-to-gate system boundaries, we are able to allocate product-related emissions and provide relevant data to customers, including hotels and resorts. We further offer low-carbon solutions to help customers manage and report their Scope 3 emissions more effectively. Together, these efforts demonstrate our commitment to measurable climate action, transparent reporting and enabling a low-carbon value chain. In the coming updates, we will continue to share more details about our sustainable initiatives and progress as we work toward building a more sustainable and responsible future. To learn more, please visit the Sustainability section on our official website: www.gcstimes.com/sustainability

Rising operating costs and ongoing staffing challenges remain top concerns for hotel owners nationwide, even as most expect travel demand in 2026 to remain steady compared with last year, according to a new survey from the American Hotel & Lodging Association (AHLA). The survey of hotel owners and operators across the country highlights continued pressure from higher supply, labor, insurance, and energy costs as the industry prepares for major global events, including the 2026 FIFA World Cup. Hoteliers are resilient, but the cost pressures they’re facing are very real. From rising insurance and energy expenses to workforce shortages, hotels are navigating significant operational challenges. As the U.S. prepares to host global events like the World Cup, ensuring hotels have the workforce and resources they need will be critical to maintaining America’s leadership in travel and tourism Rosanna Maietta, president and CEO of AHLA Hotel owners say operating costs remain their biggest challenge. The most frequently cited financial pressures include: ● Cost of goods and supplies (71%) ● Labor costs (65%) ● Fluctuating demand and occupancy (59%) ● Utility and energy costs (50%) ● Insurance premiums (43%) ● Workforce shortages (42%) Staffing shortages also persist across the industry. More than half of respondents report their properties are somewhat or severely understaffed. To recruit and retain employees, hotels are offering a range of incentives, including higher wages (70%), flexible scheduling (54%), hotel discounts (54%), and enhanced benefits (31%). Travel Demand Expected to Hold Steady Looking ahead, 39% of respondents expect 2026 demand to remain relatively stable compared with 2025 while 29% expect it to be somewhat stronger and 6% expect it to be much stronger. With matches scheduled across the United States during the upcoming FIFA World Cup, many hotels are also beginning to track early booking trends. Nearly 20% of applicable properties report bookings currently below expectations for 2026. Methodology: AHLA’s Front Desk Feedback survey of 246 hoteliers was conducted late February 2026.

The contrast illustrates hospitality's dual reality: macro-level threats from energy shocks and trade disruption competing with destination-level success stories driven by cultural events and operational execution. The coliving market reached USD 7-8 billion globally, while luxury hotels face pressure to adapt recruitment for Gen Z transparency expectations. Oil Hits $110 as Strait of Hormuz Closure Threatens Global Recession Oil prices hit $110 per barrel as the US-Israel-Iran conflict closed the Strait of Hormuz, disrupting energy and shipping routes critical to global trade. GlobalData warns the conflict threatens global recession if it persists beyond 2-3 months, with energy shocks triggering inflation and supply chain failures. The Strait of Hormuz closure creates immediate economic risk. The waterway handles roughly 20% of global oil supply, meaning sustained disruption forces price spikes that cascade through every sector dependent on energy and logistics. Hotels face dual pressure from rising operational costs and weakened consumer spending as inflation erodes discretionary travel budgets. The 2-3 month threshold matters because short shocks can be absorbed through reserves and alternatives, but prolonged disruption restructures trade patterns and triggers recessions. Read the analysis → Rio Carnival Drove RevPAR to BRL 2,491 at Peak Rio de Janeiro posted record February 2026 performance with RevPAR hitting BRL 1,050.78, up 48% year-over-year. Peak Sunday Carnival performance reached BRL 2,491.14 RevPAR at 93.7% occupancy, demonstrating extreme rate power during cultural events. The Carnival spike reveals event-driven pricing's ceiling. Properties that captured peak Sunday demand generated more than double typical monthly RevPAR, showing how concentrated cultural events create short windows for extraordinary rate premiums. The 48% year-over-year growth suggests Carnival's post-pandemic recovery continues strengthening, with international demand returning to pre-COVID levels. Event-dependent markets like Rio live or die on calendar strength, making single weekends capable of defining entire quarters. Read the data → Coliving Market Reaches USD 7-8 Billion With 15-20% Growth The global coliving market reached USD 7-8 billion, targeting young professionals in expensive cities with bundled housing, services, and community. The sector projects 15-20% annual growth through 2030 as remote work and housing costs drive demand for flexible living arrangements. The coliving model challenges traditional hospitality boundaries. Properties bundle long-term housing with hotel-style services and community programming, creating hybrid products that compete with both apartments and extended-stay hotels. The 15-20% growth projection signals substantial market opportunity, though Selina's recent collapse demonstrates execution risk in venture-backed hospitality models. Successful operators must balance community programming costs against achievable rates while maintaining unit economics that don't require endless capital infusion. Read the explainer → Signals Luxury hotels must adapt Gen Z recruitment. Bournemouth University study shows luxury properties need to transform recruitment, onboarding, and workplace culture to meet Gen Z expectations for transparency, development, and wellbeing. Guestroom tablets cover costs through ad revenue. HCN launched advertising model that funds tablet deployment through revenue sharing, expanding from luxury to all segments with 90%+ guest engagement rates. SC Capital consolidates Asian hospitality platform. The firm acquired Fusion Hotel Group, creating a 16,000-key portfolio spanning Vietnam, Thailand, Japan, and

CHICAGO — A new global commerce media network targeting affluent travelers has just launched. Hotel Communication Network (HCN), the world’s leading supplier of guestroom tablets for hotels and resorts , is radically transforming the way that brands and media buyers can target affluent travelers. By creating a commerce media network on its in-room tablets, HCN is combining can’t-miss interactive digital signage with display advertising that invites hotel guests belonging to a high-value, high-spend demographic to pick up the tablet and transact. After nearly two years of development and testing, an industry-wide rollout is underway that has the potential to disrupt how travel marketing takes place. HCN has been providing the world’s finest hotels with tablets to automate the guestroom since 2008. This was almost exclusively an amenity for luxury hotels that had yet to achieve critical mass – until now. HCN’s innovative new commerce media model is eliminating the cost of introducing leading edge technology to the guest experience for not just luxury hotels, but across the entire industry. It is driving new revenues for our hotel partners. In addition, we are radically changing the way media buyers are looking at hotels as a marketing platform. Kevin Bidner, HCN CEO Disruptive Strategy HCN is now offering its AI-powered platform to select hotels that adopt its commerce media model. In most locations, the revenue share from advertising not only covers the cost of the tablet, but provides a revenue share to the hotel that can have a significant impact on the hotel’s bottom line. HCN’s nearly twenty year history has demonstrated industry leading engagement levels of over 90% of guest stays. This new commerce media platform creates a powerful marketing engine that is fraud-free and brand-safe, with 100% viewability, providing advertisers with a compelling new medium to target high net worth travelers while at their destination. Google has stated that over 84% of purchase decisions are made at the destination. HCN’s media network gives marketers a consumer more open to new brand suggestions and experiences. HCN’s ad platform is now operating in tens of thousands of hotel rooms across major markets such as New York, Chicago, San Francisco, Atlanta, Nashville, Denver, and Toronto, and in major cities in European and Latin American destinations. HCN’s business model is to partner with the Convention and Visitor’s Bureau in each city, and expects to have coverage in the top twenty US DMA’s by the end of 2026. The global travel and tourism spend in 2025 is estimated to reach $11.7 trillion dollars, representing 10.3% of global GDP. In 2025, hotel guests are projected to spend a record $777.25 billion worldwide, encompassing lodging, transportation, food and beverage, retail, and other expenses. Targeting Influential Travelers Marketers are always seeking innovative ways to engage consumers. Digital signage directly in the hotel room offers a fresh opportunity for contextual marketing or advertising that is relevant to the traveling high-net-worth consumer. Terry Donnelly, HCN’s Chief Revenue Officer “HCN tablets are integrated hotel systems such as temperature, window blinds, TV

Charlestowne Hotels today announces a new slate of development projects across the Midwest, Southeast, and Mountain West, signifying intentional growth for the leading third-party management company. Charlestowne’s development pipeline features a diverse mix of projects, including an ultra-luxury boutique hotel in Milwaukee, WI, a technology-forward, staffless hospitality concept in Florida, and the opening of a new adaptive reuse property in Santa Fe, NM. The company is also expanding its soft-branded portfolio, with two Marriott Tribute Portfolio hotels slated to open over the next two years. This pipeline represents a very deliberate evolution of Charlestowne Hotel. We are partnering with owners who share our belief that hotels should be deeply rooted in their communities, shaped by design and story, and built with amenities and offerings for long-term relevance. Each of these projects reflects where we see the future of independent and experience-driven hospitality Kyle Hughey, CEO of Charlestowne Hotels Charlestowne Hotels has eight development projects underway in 2026. Below is a look at key projects defining the company’s growth and showcasing its expertise: Adaptive Reuse Projects: For more than four decades, Charlestowne Hotels has been recognized for bringing new life to historic buildings and landmarks, blending the nuances of preservation with contemporary design and high-touch hospitality. The company now brings its adaptive reuse expertise to the following ultra-luxe projects: July 2026: Hotel Flora – Santa Fe, NM: Located in Santa Fe’s Railyard District, Hotel Flora will transform the former Outside Magazine headquarters into a 27-room luxury boutique hotel. The property will feature two robust food and beverage concepts alongside curated regional art and expansive outdoor space designed to celebrate the city’s creative identity. June 2027: Hotel Laureum – Milwaukee, WI : Hotel Laureum is a 35-key independent hotel in Milwaukee’s historic former University Club. Founded in 1898 and recognized as a landmark building long associated with civic and intellectual life, the property will be transformed into an intimate, high-end destination. Architecture by local firm Kahler Slater and interior design by KTGY will blend historic character with contemporary refinement, creating a residential-style guest experience. Hotel Laureum will introduce a collection of elevated gathering spaces, including multiple food and beverage concepts designed to serve as modern social hubs for Milwaukee’s business, cultural, and social communities. Amenities will include a grand ballroom, executive boardroom, private dining room with curated wine cellar, a library-inspired lobby bar envisioned as a contemporary salon for conversation, and a rooftop restaurant with sweeping Lake Michigan views. Tribute Portfolio Growth: Expanding Management of Soft-Brands & Collegiate Hotels Expanding further in soft-branded development, Charlestowne Hotels is increasingly serving as a development and operational partner for Marriott’s Tribute Portfolio, bringing its independent and personalized mindset to nationally recognized brands. July 2027: Hotel Madelon – Starkville, MS: The company continues to advance its stronghold in the development of collegiate hotels with Hotel Madelon, a Tribute Portfolio project at Mississippi State University named in honor of the university’s original fight song. The 122-key hotel will anchor the new Crossroads District, a multi-phase development that

As a revenue manager, you’ll be familiar with this difficult dilemma: accept a guaranteed group booking today or hold rooms open in the hope of attracting higher-yield transient guests later. Making the wrong choice can mean lost revenue or missed opportunities. But choices can be informed. A hotel displacement analysis provides a structured, data-driven approach to navigating this challenge, comparing the potential value of group business with anticipated individual bookings. In this guide, we’ll explore what displacement analysis is, how to calculate it, and how integrating historical, real-time and ancillary data – supported by technology – can help you make smarter, more confident booking decisions. What is a hotel displacement analysis? A hotel displacement analysis is a revenue management calculation used to assess the value of a potential group booking against the revenue a hotel could earn from alternative demand, such as transient bookings and walk-ins, over the same period. At the heart of this analysis is displacement: the revenue a hotel may lose by accepting one booking instead of another competing opportunity. By comparing the projected value of group business with the expected revenue from transient demand, revenue teams can make a more informed decision about whether accepting the group booking makes commercial sense. However, displacement analysis is rarely straightforward. Unlike group bookings, transient demand is uncertain: you don’t know exactly how many guests will book, when they’ll book or what rate they’ll pay. On top of this, a true displacement analysis must consider total revenue, not just room rates. Incremental value from food and beverage, meeting space and ancillary spend should be included, while associated costs must be deducted to understand true profitability. The financial impact of these decisions can be significant. A single group booking can materially affect occupancy, rate and availability across multiple room nights. Before exploring how to estimate these variables, it’s helpful to consider some common displacement-related scenarios: Group bookings – the ‘bird in the hand’ Transient business – less certain but often higher yielding Shoulder night displacement – limiting availability for late-booking travellers Last room availability contracts Local negotiated rate (LNR) corporate account bookings Why displacement analysis is essential for hoteliers As a revenue manager, your core responsibility is, of course, to optimize bookings , maximize revenue and generate growth . Displacement analysis supports this by helping teams understand when accepting one booking may prevent more profitable demand from materializing. As the bullets above show, displacement scenarios occur frequently. When they do, a structured hotel displacement analysis is essential. Without it, decisions about group bookings are based on assumptions rather than data, increasing the risk of missed revenue opportunities. Group bookings will often make sense but the key is knowing when they are likely to displace higher-yielding transient business. Displacement analysis provides the insight needed to make that decision with confidence. Key benefits include: Decisions grounded in data rather than gut instinct Clear justification when aligning with colleagues and stakeholders Better protection of availability for higher-value transient bookings Stronger understanding of historical performance

BANGKOK — The PATA Foundation today announces the appointment of a new Board of Trustees, the governing body entrusted with guiding the organisation’s strategic efforts to ensure that the next generation across Asia Pacific is equipped with the skills needed to build sustainable and thriving careers in tourism and hospitality. Established as a charity organisation in the United States in 1984, the PATA Foundation’s mission is to promote sustainable and equitable growth of the Asia Pacific travel and tourism industry by supporting the region’s most vulnerable communities. From then to the present day, the Foundation has donated over USD1.3 million to support human capital development in 38 destinations across the world. Andrew Jones, FIH. CHA., Guardian of Sanctuary Resorts , has been named Chair of the Foundation. Prior to this role, Jones previously served as Vice Chair and Trustee of the Foundation, Chair of the Pacific Asia Travel Association (PATA) and has been honoured with the designation as a PATA Life Member. Upon his appointment, Jones said, “Due to the COVID-19 pandemic, the PATA Foundation experienced a hiatus of activity, however we are now fully operational and moving forward with renewed passion and purpose as our industry transitions from recovery to sustainable growth.” He added, “Our vision and mission to safeguard the livelihoods of the underprivileged communities, and support the responsible and sustainable environmental efforts of our industries remain as relevant as ever during this critical period. As the industry evolves, progress must be inclusive, and no one should be left behind.” Jones is a highly regarded expert in responsible and sustainable tourism development and risk management, as well as a strong advocate for Corporate Social Responsibility and wellness in tourism. With over five decades of experience in the travel and tourism industry, he held numerous senior management and advisory positions with prestigious hotels, resorts, management companies, educational institutions, and a variety of esteemed organisations across London, Bermuda, Canada, Hong Kong SAR, and wider Asia. In 1996, Jones founded Sanctuary Resorts, a resort management company dedicated to sustainable wellness tourism and community development, where he currently serves as Guardian. He remains deeply committed to community engagement and is Chairman Emeritus of the KELY (Kid’s Everywhere Like You) Support Group in Hong Kong, a Member of the Advisory Peer Group (APG), Lee Shau Kee School of Business and Administration, Hong Kong Metropolitan University, and a supporter of myriad other charitable organisations and social ventures in Hong Kong SAR. Alongside Jones, Simon Lloyd, Dean, Hospitality Management and Business Administration, Dusit Thani College , was appointed Vice Chair of the Foundation. Three other members of the Board of Trustees include: Hiran Cooray, Chairman, Jetwing Symphony/Lighthouse Hotel PLC. Sarah Mathews, CEO, e-Tourism Frontiers Stephen Pearce, Partner, Tourism and Leisure, GainingEdge Access the PATA Foundation webpage to learn more about its mission and impact: www.patafoundation.org About PATA Foundation The PATA Foundation is committed to advancing travel and tourism development throughout the Asia Pacific region in support of vulnerable and underprivileged communities through vocational education, skills