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MarketScale Hospitality 01/30/19: Making Things Affordable & Sustainable

What matters most to guests when they’re traveling? That has been an important question for those in the hospitality industry for a long time. The answer has changed over the years but the idea has remained the same. Hotels and restaurants aim to provide the best experience for their guests. On today’s episode of…

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MarketScale Hospitality 01/30/19: Making Things Affordable & Sustainable

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What matters most to guests when they’re traveling? That has been an important question for those in the hospitality industry for a long time. The answer has changed over the years but the idea has remained the same. Hotels and restaurants aim to provide the best experience for their guests. On today’s episode of the MarketScale Hospitality Podcast, we take a look at two of the most important factors for industry: affordability and sustainability.

The Traveling Family

The vast majority of family travel is simple, according to veteran travel expert Rainer Jenss, president and founder of Family Travel Association. Irregardless of income, families want value and affordability and the industry is responding with specific products and offerings to fill that need. Jenss sits down with MarketScale’s Maggie Shein to discuss what today’s traveling family looks like (hint: it’s not what you may think), as well as specific travel behaviors and desires of this niche.

Farm-to-Table Demand Evolves to Hotel-to-Table

In the pilot episode of Portlandia, an IFC show that mocks the hipster culture of Portland, Oregon, Fred Armisen and Carrie Brownstein want to know precisely where their meal came from and travel to talk to the farmer who raised their chicken named Colin before they eat it. “The chicken you’ll be enjoying tonight. Here are his papers. The chicken is a heritage breed, a woodland-raised chicken that’s been fed a diet of sheep’s milk, soy, and hazelnuts,” the waitress says.

Maybe it’s an exaggeration but in the past decade, the demand for hyperlocal, farm-to-table dining has grown from a trend to an expectation. Now farm-to-table has gone a step further: Hotel-to-table, you might call it. With gardens and a few steps from their kitchens, they infuse an authentic sense of place into their cuisine and eliminate “food miles” in an effort for sustainability.

“It’s more than a trend, it’s a market cycle and as a result there’s a maturation to the process,” says Loren Gray, founder of the Hospitality Digital Marketing show and former restaurant owner turned consultant. “They’ve invested in rooftops to offer a sustainable variety of unique things they can feature for their menu.”

Gray explores the way “hotel-to-table” is changing what the local farming industry grows and even where it’s grown.

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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?

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Hotel Effectiveness: HPOR gains continued through H1 2026

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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.

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

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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.

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