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The Travel Industry is an interesting one to say the least as new alternatives are constantly at play causing millions of consumers to pursue these rather than the typical hotel or resort experience. However, is this just a temporary set-back or is this something we should be concerned about? In 2018, a Future of…

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The Travel Industry is an interesting one to say the least as new alternatives are constantly at play causing millions of consumers to pursue these rather than the typical hotel or resort experience. However, is this just a temporary set-back or is this something we should be concerned about? In 2018, a Future of Millennial Travel Report was released by Resonance Consultancy showcasing a surprising fact that among 52% of millennials they surveyed, they found that owner-direct rental services like Airbnb was among their least preferred method of accommodation.

That survey also revealed that only 23% revealed that these services were their ideal form of accommodation. This of course explains the hotel construction boom that has occurred in San Diego as the number of hotel rooms being built has doubled which out performs any other county within Southern California. Orange County based Atlas Hospitality recently released a group document showcasing some new year-end figures forecasting a continued building boom both up and down the state of California with a record 10,793 hotel rooms opening last year alone and a whopping 125,749 more rooms to come.

So, with travel and hospitality consistently growing in these markets and platforms, the question often comes up, “what’s next for travel marketing?” Well it’s obvious that images are essential to this industry as social networks like Instagram have become a very useful tool for eye-grabbing new consumers with beautiful images and graphics of their properties. The way we consume content is consistently innovating as the old ways of search are quickly dying away.

With that being said, travel marketers are setting a new tone for this visual based society as they increase their investments in voice interfaces as this likely will be the future of how their consumers will engage content for the years to come. It’s obvious that with this new data, services like Airbnb aren’t the only ones that’ll need to innovate their approach, it very well could be the whole hospitality industry needs a fresh new concept as consumers are going to continue to move forward but it is ultimately our decision as industry leaders, whether or not we will continue to stay ahead of them or not.

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My Place relaunches Trend with an introductory royalty for franchises executed before Dec. 31

My Place relaunches Trend with an introductory royalty for franchises executed before Dec. 31

My Place Hotels of America relaunched Trend by My Place as a three-tier platform for independent owners and properties ready to change flags. The pitch is a way into a national franchise system without heavy capital requirements, backed by My Place’s reservations, loyalty and support platform, as U.S. conversions run 15% above last year. Owners have until Dec. 31 to execute deals under an introductory royalty.

  • 01With U.S. hotel conversions up 15% year over year, My Place is pitching Trend to owners as a franchise path that avoids heavy capital requirements.
  • 02Trend by My Place has been relaunched as a three-tier platform aimed at independent owners and properties ready to change flags. The relaunch coverage does not name the tiers or specify whether the 2020 admission standard—limited to high-quality, well-operated properties opened in 2005 or later—still applies to any tier, including one intended for regional inns or destination lodges.
  • 03The question for owners before the Dec. 31 introductory royalty cutoff: does the 2020 rule admitting only properties opened in 2005 or later still apply to each new tier?

Sep 26, 2026

Hotel Effectiveness: HPOR gains continued through H1 2026

Hotel Effectiveness: HPOR gains continued through H1 2026

Hotels cut labor hours per occupied room in H1 2026: 3.1% at full service and 3.5% at select service, with smaller gains in Q2. Hourly wages rose 2.9% to 3.3%, which could offset HPOR declines and leave wage cost per occupied room near flat—or, in Q2 select service, possibly higher if raises outpaced the 1.8% HPOR improvement.

  • 01Select-service HPOR improved 5.1% year over year in Q1, then the gain narrowed to 1.8% in Q2. The report says that pattern reflects how hard it is to sustain gains as occupancy and workloads grow.
  • 02Hourly wages rose 2.9% to 3.3% while hours per occupied room fell 3.1% to 3.5%. That suggests the productivity gains could roughly offset the raises on a per-room basis.
  • 03For operators watching second-half data, select-service gains that stay below the pace of wage growth could push labor cost per occupied room back up.

Sep 26, 2026

If a competitor's move triggers your rate change, that is market-based pricing, not dynamic

If a competitor's move triggers your rate change, that is market-based pricing, not dynamic

Lighthouse writer Joe Hanly published a ten-strategy hotel revenue management guide on Hotel News Resource on September 8, ranking real-time dynamic pricing first. Its most useful content is a test: a hotel whose rate changes mostly follow a competitor's move is running market-based pricing, whatever it is called internally. A companion explainer says audit the compset and rate plans first.

  • 01Market-based and dynamic pricing both watch competitors; the line Lighthouse draws is whether a competitor's rate is the trigger or one input alongside local events, booking pace and market trends.
  • 02Properties that have gone years without a structured rate-plan review often carry more active plans than anyone tracks, and those legacy floor rates and stay restrictions sit under any pricing engine layered on top.

Sep 18, 2026

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