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Every year, luxury hotel operators search some version of the same question. "What are the best hotel marketing agencies?" "Which hospitality marketing firm should I hire?" "How do I choose a luxury hotel marketing company?" The search returns the same results. Roundup lists. Agency websites. Comparison articles written by agencies about themselves. A rotating cast of familiar names: technology platforms, creative agencies, email and CRM vendors, presented as equivalent options to evaluate on price, capability, and case study quality. The process feels like due diligence. It is not. The reason this process fails is not always that the wrong agency is selected from the list. It is that the list is answering the wrong question. The question is not which agency. The question is which layer. Hotel Demand Is Not One Thing Before any agency comparison is useful, a more fundamental question must be answered: at which layer of the demand stack does your specific problem live? Hotel demand does not arrive from a single source or at a single moment. It forms across a sequence of distinct stages, each governed by different economic logic and requiring different infrastructure to influence. The demand origin layer is where a traveler first encounters a property in a channel the hotel governs, where identity is captured and a direct relationship can begin before intermediary comparison defines the choice set. This is distinct from awareness. Brand advertising, editorial coverage, social media, and PR can all create familiarity and influence consideration, but they do not constitute demand origin unless they also capture identity and establish repeatable access before the traveler enters OTA comparison, Google Hotel Ads, or advisor-mediated booking flows. Awareness creates familiarity. Demand origin creates governable access. Most upstream marketing does the first. Very few systems consistently do the second. The conversion layer is where a traveler who has already discovered a property decides whether to book directly or through an intermediary. Website optimization, booking engine performance, direct booking incentives, and metasearch campaigns operate here. The retention and activation layer is where existing guest relationships are managed, deepened, and reactivated. CRM systems, loyalty programs, email marketing to past guests, and post-stay communication operate here. The brand and awareness layer is where a property's identity is built and distributed across media environments. Brand strategy, advertising, public relations, and content marketing operate here. This layer feeds consideration and can influence which properties enter a traveler's mental shortlist, but it does not by itself capture identity or establish a direct relationship the hotel controls. These layers are not fully interchangeable. A CRM cannot introduce your property to a traveler who has never heard of it. A booking engine cannot capture identity before OTA comparison begins. Brand awareness can create the conditions for demand origin but does not guarantee it. The Test That Separates Upstream Infrastructure from Upstream Influence One question separates demand origin infrastructure from demand origin influence: If you stopped paying tomorrow, would the relationships remain? Paid media stops. Brand campaigns end. PR cycles close. Influencer

Over the last year, there has been no avoiding the artificial intelligence (AI) conversation—from sweeping promises of enhanced productivity and digital transformation to the anxious contemplation of who (or what) might get left behind. And not just the measured, reasonable kind of concern that accompanies any technological shift, but something closer to existential dread: the idea that AI-fuelled job displacement is coming at a scale beyond what we’d normally accept as the inevitable cost of continued evolution. The hospitality industry certainly isn’t exempt from this discussion. If anything, as an industry with a somewhat notorious reputation for its resistance to new-age technology adoption and chronic staffing challenges, we find ourselves at the forefront of it. It’s increasingly easy to view the rapid adoption of AI as a Trojan Horse for the mass displacement of human staff in an industry built on personal connection. But that anxiety misses the mark. Hospitality doesn't have a staffing problem so much as a structural design problem. If you ask me, the implementation of AI isn't going to displace the workforce—it is going to reveal, and hopefully fix, an operating model that has been broken for years. Reframing the hospitality labour shortage story A March 2026 survey from the American Hotel & Lodging Association reports that more than half of respondents describe their properties as somewhat or severely understaffed. Labour costs remain one of the most-cited financial pressures facing operators, accounting for 30–45% of total hotel operating costs according to HVS (a figure that continues to climb). High turnover compounds the issue, with quits rate in accommodation and food services sitting at 4.8% in January 2026. Many operators are attempting to build stable service delivery on top of a routinely fragmented foundation. This is where I think the conventional narrative fails us. The industry isn’t just understaffed—it’s simultaneously understaffed and overstaffed, because it is structurally misallocated. When core systems don’t share a consistent operational truth, humans become the necessary integration layer. They re-key data from one platform into another, spend half their shift reconciling discrepancies that shouldn’t exist, and chase status updates across systems that should have been talking to each other years ago. Industry research published in 2025 revealed that only 24% of hotels report full integration of core systems across PMS, RMS, POS, booking engines, and distribution platforms. Just 34% manage guest data centrally. The remainder rely on disconnected systems, and 16% still use manual methods. That is not a labour shortage. It could be better described as a “faulty operating model” tax that the industry has been paying for so long it’s forgotten about the tab. Think tasks, not job titles The most useful lens for understanding AI’s impact on hospitality isn’t about which jobs disappear. It’s about which tasks move, and what that does to labour economics. Anthropic’s Economic Index is worth paying attention to here. According to their research, observed AI use leans more toward augmentation than full automation. In their initial analysis, 57% of AI-assisted tasks were augmented (the

[Dallas, 30 April 2026] – Mews , the operating system for hospitality, announced that Llano Real Estate Group has selected Mews to power a growing portfolio of hospitality assets across Texas, including hotels, RV parks and short-term rentals. Llano Real Estate Group is rapidly growing its footprint, with nine properties including Cactus Cove Inn & Suites in Amarillo and multiple RV parks and short-term rentals. As the portfolio expanded, the team needed a more robust and flexible system to manage group bookings, long stays and corporate billing across multiple locations. With Mews, Llano now benefits from centralized multi-property management, allowing teams to oversee all assets from one place. Previously manual processes – such as creating group reservations or managing complex billing arrangements – are now streamlined through automation, significantly reducing administrative workload. “Where we’re going as a business requires a completely different level of operational control,” said Matt Marrs, owner of Cactus Cove Inn & Suites and operator at Llano Real Estate Group. “With Mews, everything is faster, more intuitive and built to scale with us.” Operational improvements are already delivering impact. Group bookings that once required multiple manual steps can now be created in seconds, while corporate billing and invoicing are structured and automated. Beyond efficiency gains, Mews provides the foundation for Llano’s long-term growth strategy. With integrated payments, revenue management and multi-property capabilities, the business is building a modern tech stack designed to support continued expansion. “Llano Real Estate Group is a great example of how ambitious operators are using technology to scale smarter,” said Michael Coscetta, President of Mews. “By unifying their operations and automating complexity, they’ve created the foundation for growth across their entire portfolio.” As Llano continues to expand, Mews will support further innovation across its portfolio, from revenue optimization to advanced operational automation. About Llano Real Estate Group Llano Real Estate Group is a Texas-based real estate and property management company overseeing a growing portfolio of hospitality and residential assets. With properties spanning hotels, RV parks and short-term rentals, the company is focused on building scalable, technology-driven operations that support long-term growth. Backed by decades of experience across development, construction and property management, Llano is committed to delivering high-quality assets and exceptional guest and tenant experiences. Learn more at: https://www.llanorealestategroup.com/

Early in my career, I spent a lot of time in food and beverage. I worked nearly every position and every shift. I was fortunate to have mentors who did not just teach the mechanics of the business, but the value behind it. They made it clear that food and beverage was not there to fill space. It was there to perform. I learned how to market to guests already in the building. I learned how to position a restaurant so it felt like a choice, not a convenience. Most importantly, I learned that when you get it right, the guest responds. They spend more. They stay engaged. They come back. That lesson still applies, but it is not being applied consistently across our industry. There was a time when hotel restaurants and bars mattered more than they do today. They were part of the reason people chose a hotel. They were part of the local community. Over time, we lost ground. Independent restaurants became more relevant, more creative, and more aggressive in going after the guest. At the same time, the growth of Select Service hotels lowered the overall focus on F&B. The result is what we see now: F&B outlets that are underutilized, under marketed, and under managed. The operating environment has also become more difficult. Food costs are up. Labor is harder to manage and more expensive. Guests have more options, and they expect more from every dining decision they make. That combination has pushed many operators to treat F&B as something to contain rather than something to build. If anything, the environment today requires more discipline and more attention, not less. Food and beverage should be managed with the same level of focus as rooms revenue. It has a direct impact on performance, and it is one of the few areas where we can still create a clear point of differentiation. When it is done right, F&B drives preference. Guests choose your hotel because the experience is better, not just because the room is available. This outcome shows up in occupancy, in rate, and in repeat business. It is not theoretical. It is measurable. And it starts with relevance. If the offering does not match the guest desires, the guest will leave the building to dine. That decision is made quickly, and once it is made, the revenue is gone. Operators must understand who their guest is and build an offering that fits. That includes the menu, the price point, and the experience. It also requires visibility. Too many guests walk through a hotel without a clear understanding of what is available to them. That is a failure at the property level. Team members should be talking about the outlet. The space should feel active and inviting. The messaging should be clear. None of that requires a major investment, but it does require attention. Execution matters just as much. A limited menu that is done well will outperform a broad menu that is inconsistent. Purchasing has

SAN DIEGO — Following the release of its 2025 performance data findings, Cloudbeds today shares the forward-looking analysis from its 2026 Independent Hotels Report, the industry’s most comprehensive annual benchmark, drawn from 90 million bookings across 180 countries. Where the data findings documented the performance shifts of 2025, this analysis examines the six macro trends that will determine which independent operators gain ground in 2026 and which fall further behind. The backdrop is a sector under real structural pressure. Global RevPAR for independent hotels declined 5.4% in 2025. OTA share of independent bookings rose to 63.4%. Labor now represents 60% of operating expenses, depending on the region. Against that context, the following trends represent both the sources of that pressure and, for operators who respond, the pathways through it. “2025 told many different stories for Independent hotels, and that divergence is only the beginning,” said Adam Harris, CEO of Cloudbeds. “With AI reshaping discovery, OTA dependence deepening, and margin pressure mounting, independent lodging has never needed clarity more. This report gives operators the sharpest view yet of the forces reshaping their market and most importantly, it provides a path forward.” Six Trends Shaping Independent Hotels in 2026 Beyond the 2025 benchmarks, the report identifies six macro trends that will determine competitive positioning in 2026 and beyond: Margins Under Pressure: The Era of Profit Discipline The post-pandemic revenue surge that masked operational inefficiencies has faded. Labor now represents 47-60% of operating expenses, depending on region, and OTA acquisition costs have grown faster than RevPAR since 2019. The strongest operators in 2026 are shifting their focus from top-line rate growth to bottom-line profitability, incorporating GOPPAR (gross operating profit per available room) alongside RevPAR to ensure performance is measured not just by what a hotel earns, but by what it keeps. A Widening Gap: Luxury Climbs, Economy Stalls The lodging market is exhibiting a classic K-shaped dynamic: ultra-luxury RevPAR grew 10.6% in 2025, while U.S. economy hotels experienced 18 consecutive months of RevPAR declines. Short-term rental platforms captured additional share from the budget segment. The report identifies "premiumization," or the strategic elevation of guest experience beyond room upgrades, as accessible even to non-luxury properties, and essential for operators seeking to drive yield in a bifurcated market. The Rise of Micro-Segments: Intent Replaces Demographics Traditional market segments are fragmenting into smaller, purpose-driven clusters. Event-driven travelers are building trips around the 2026 FIFA World Cup, the Winter Olympics in Italy, and major concert tours. Restorative travelers seek wellness retreats, "quietcations," and slow travel. Social-led travelers, represented by more than half of Gen Z and millennials, discover, book, and share trips within the same digital platforms. For independent hotels, each micro-segment represents a distinct demand opportunity that rewards specificity in positioning and programming. The Discovery Reset: Generative AI Rewrites Hotel Visibility The channel through which travelers find hotels is fundamentally changing. The share of U.S. travelers using traditional search engines for trip planning fell from 51% to 36% in a single year, while use of generative

Thursday's data tells a divided story: U.S. construction has now contracted for 15 straight months while Europe posts a €27 billion investment year, and a sharp opinion piece asks why hotels run empty for six hours every day. U.S. Hotel Construction Down 15 Consecutive Months as Greater China Doubles Fairfield Footprint CoStar data shows U.S. hotel construction has now declined for 15 straight months, with 136,990 rooms currently under construction. Luxury is the only segment with meaningful percentage growth, up 4.5%, while every other tier sits flat or contracting. The 15-month run is the longest sustained pullback since the post-2008 cycle, and it lines up with this week's earlier Q1 pipeline data showing supply growth holding at just 1.4%. The contrast with Asia Pacific is sharp. Marriott opened the 100th Fairfield in Greater China this week, doubling the brand's regional presence since 2024, with new expansion targets including Zhangjiajie. Where U.S. operators are choosing yield over volume and waiting out construction costs, the major chains are putting up midscale and upper midscale flags across China at a pace U.S. development cannot match. The geographic split is now structural, not cyclical. Read the analysis → European Hotel Investment Hit €27 Billion in FY 2025, But RevPAR Grew Just 2% The Market Beat Europe report shows hotel investment volume jumped 23% to €27 billion in 2025, the highest level since the pre-pandemic peak. The capital is moving back into European hotel real estate at scale, with cross-border activity and platform deals doing the heavy lifting. The market has clearly decided European hotels are an attractive asset class again. The operating side tells a different story. RevPAR grew only 2% across the year, and occupancy remained 1.5 points below 2019 levels, meaning the recovery on the operations line is still incomplete six years on. The gap between investor enthusiasm and underlying performance is now wide enough to matter, particularly for owners modelling exit scenarios on yield assumptions that the operating data does not yet support. Read the analysis → Hotels Sit Empty Six Hours a Day at Full Operational Cost An opinion piece pushes hard on a revenue gap most operators treat as fixed: hotels run for four to six hours every day with rooms sitting empty between checkout and check-in, while staff, energy, and overhead costs continue at full rate. The piece argues that daytime bookings, whether for workspace, day-use rooms, or short-stay leisure, can generate 30 to 40% higher ancillary spend than overnight stays because daytime guests are awake, on-property, and using F&B and amenities. The framing matters because it reframes a structural cost as a structural opportunity. With labor costs per occupied room rising and supply growth muted, operators looking for incremental revenue without capex are running out of obvious levers. Daytime utilization is one of the few that does not require new product, only a different distribution channel and a willingness to disrupt the standard arrival cycle. Read the analysis → Signals Travel Dreams 2026 finds AI investment averaging

Mexico City, Mexico, April 30, 2026 – Shiji, the global leader in hospitality technology, announced today that 3C Hotels , one of Colombia’s most dynamic hotel operators, has selected Shiji’s Full Stack solution, including Daylight PMS , Stellaris Digital Stay , and Infrasys POS , to support its rapid expansion. The implementation will span eight properties, beginning with new hotel openings in May 2026, and will provide a centralized, cloud-based platform designed to unify guest data, enhance personalization, and enable scalable growth across multiple destinations. Delivered in collaboration with local partner HORA, this partnership marks a key milestone in 3C Hotels’ strategy to reach 15 properties by 2027 and expand into international markets. With more than 15 years of experience, 3C Hotels operates a multi-brand portfolio that includes proprietary brands such as GIO Hotels & Suites and POP ART. The company currently manages nine hotels across six key destinations in Colombia, including Bogotá, Medellín, Cartagena, Manizales, and Valledupar. As the company continues its strong growth trajectory, it identified the need for a more robust, scalable, and standardized technology ecosystem capable of supporting increasing operational complexity while ensuring consistency in service delivery and guest experience across all properties. “3C Hotels represents a new generation of hospitality leaders in Latin America, forward-thinking, growth-oriented, and deeply committed to guest experience.” said Diego Rebecca, General Manager for Shiji Latin America. “With our full stack platform, they can unify operations, leverage a single guest profile, and scale efficiently across multiple destinations while maintaining the high standards their guests expect.” Shiji’s platform enables centralized configuration at the chain level, allowing rapid replication across properties while maintaining operational consistency. A single, unified database for guests, clients, and suppliers enhances data visibility, strengthens guest knowledge, and supports more strategic decision-making. The solution incorporates key capabilities such as web check-in, CRM, and loyalty program integration, empowering 3C Hotels to deliver highly personalized guest experiences and optimize conversion throughout the entire customer journey. Built on a cloud-native architecture, the platform ensures high availability, continuous connectivity, and robust data security standards, critical for a growing hotel group preparing for international expansion. The rollout will begin with two new hotel openings in May 2026, followed by implementation across the remaining properties throughout the year. “At 3C Hotels, we are committed to combining operational excellence with innovative technology to deliver outstanding guest experiences.” said Martha Isabel Soto, Vice President of Strategy and Innovation at 3C Hotels. “As we continue to grow across Colombia and beyond, we needed a platform that could scale with us while maintaining consistency across our properties. Shiji’s full stack solution provides the flexibility, centralized control, and guest-centric capabilities we were looking for.” This collaboration underscores the growing importance of integrated, guest-centric technology in enabling hotel groups to scale efficiently while maintaining high standards of service and operational excellence. By leveraging Shiji’s full-stack platform and HORA’s local expertise as Shiji’s regional representative, 3C Hotels is strengthening its competitive position in Colombia and reinforcing its broader growth strategy across Latin America.