Hotel Operations

📈 In 2026, hotel operations face data cohesion challenges. PMS, RMS, and finance departments often provide inconsistent overnight room sales data. Issues stem from user errors, such as renaming room types and reusing rate codes, leading to data mistrust and inefficiencies, especially in MICE and revenue management. Without clean data, AI applications may fail. Successful hotels focus on data discipline, yielding faster forecasts and better AI deployment, prioritizing consistent PMS, MICE, and revenue data.

📄 Roughly 77% of repeat guest revenue flows through online travel agencies, with only 8% of Airbnb users booking directly on subsequent visits. Reviews lacking specific details fail to generate referrals or repeat stays. A ten-minute review check is recommended: tally reviews mentioning clear moments versus generic praise. Aim for 6 or more specific reviews to foster referrals. Analyze guest feedback for recurring details to create memorable experiences, enhancing guest recommendations and direct bookings.

🍳 69% of chefs frequently consider leaving their roles, according to the January 2026 global survey by Bournemouth University and The Burnt Chef Project. 460 chefs participated, highlighting toxic work environments, work-family conflict, and poor mental health. 70% report work impacting personal life, and 56% contemplate entrepreneurship as an escape. Toxic leadership and understaffing exacerbate issues, with burnout common. The industry must improve scheduling, staffing, and management to enhance retention and chef well-being.

📍 Expedia reports that travel planning now spans hundreds of pages, a sharp increase from a few dozen a decade ago. BrightLocal surveys indicate that around two-thirds of consumers avoid local businesses due to incorrect online information. The Wild Atlantic Way, launched in 2014, increased visitors by 29%, revenue by 60%, and generates about €3 billion annually. Sweden's 2025 national system standardizes data for 14,000 entries, enhancing competitiveness and consistency. These efforts emphasize the importance of accurate information to build trust.

📌 Doug Kennedy's next training webcast is scheduled for February 20, 2026, at Noon EDT. This 40-minute session focuses on improving luxury hotel staff's interactions to be genuine and less scripted. The webcast offers practical advice for addressing luxury guests' expectations and overcoming extensive standards. Complimentary registration is available through sponsors Travel Outlook and Track Hospitality Software. Upcoming sessions are planned for March 20 and April 17, 2026, covering hotel sales and online booking inquiries.

🍸 U.S. tequila consumption dominates globally at 69%, with a 40% sales increase since the pandemic, driven by premiumization. Small-batch tequila offers hotels a chance to boost beverage programs with authentic, sustainable practices like waste minimization and agave byproduct usage. Crafting cocktails with such spirits allows premium pricing. Staff education on tequila production enhances guest experiences, creating lasting impressions and aligning with eco-friendly values. This approach emphasizes care and storytelling, elevating guest satisfaction.

📚 Baby Boomers, Gen X, Millennials, Gen Z, and soon Gen Alpha, coexist in workplaces shaped by diverse social and technological backgrounds. Over the past 3 to 5 years, these generational differences have spurred workplace friction. Leaders often lack training to navigate this diversity, relying on outdated methods that alienate younger professionals. Misinterpretations arise, with behavioral differences seen as deficiencies. Leadership education that bridges this generational gap is essential to foster engagement and reduce turnover, particularly in industries like hospitality.

🍴 In 2025, Youri Sawerschel, founder of Creative Supply, shared five strategies to boost F&B revenue and perceived value at the HOW Festival in Zadar. His strategies include reframing business models and utilizing guest presence as content, derived from working with luxury hospitality clients in Europe and the Middle East.

🏨 Ian Schrager is maintaining control of his boutique hotel brand's identity by partnering with Highgate for operational purposes, without Highgate being a consumer-facing brand. He retains creative ownership while demonstrating that boutique hotels can scale and professionalize while preserving their essence. Schrager, a supporter of BLLA, first spoke at the Boutique Hotel Investment Conference in 2013. His strategy exemplifies founder-led, design-driven, independent hospitality.

🏨 Javier Cano, AGM for The Ritz-Carlton Hotel Company, L.L.C., exemplifies top-tier hospitality leadership at Ritz-Carlton and JW Marriott, LA Live. At 8 a.m., he personally assists at Illy Café, restocking supplies and engaging with staff and guests. During ALIS, Cano and Hotel Manager Jordy Robinson model caring, respectful leadership. The dedication of such leaders inspires and motivates those in the hospitality industry, as highlighted by their support through Forbes Travel Guide.