We raise key concerns and questions that are worth reflecting on to address the complex “new normal” that will govern future investments and operations in our industry. Although COVID-19 has challenged our fundamental forecasting approach that typically relies on predictable market trends and metrics, we share our assumptions pertaining to what the recovery model may look like for select cities in the GCC and the likely impact on EBITDA.

AHLA and AAHOA held the annual Legislative Action Summit in May in Washington, DC. to bring hundreds of people together to call on members of Congress regarding issues important to the industry. The various issues are described in this article.

The report provides owners and investors a unique reference about the presence and scale of 58 international operators with 207 brands, across 798 markets and 6,500 properties in Asia. To purchase the full version with operator profiles, click here.

Vicki Richman attended Disney Institute. We have incorporated much of what she learned into our company. Every year we improve our company’s culture and that of our hotels. If the Walt Disney Company is any benchmark, it's clearly worth doing.

Former FSU hotel school Professor Dukas' Seven Steps to Food Cost Control from his book, "How to Operate a Restaurant" provides a concise list of things to think about to effectively manage food cost.

Foreign Direct Investment in U.S. enterprises has doubled over the past 15 years, a sign of investor confidence in American real estate, including hotels. The NATHIC event also spoke to what moves will set hoteliers ahead in the current market.

The report provides owners and investors a unique reference about the presence and scale of 53 international operators with 182 brands, across 791 markets and 5,400 properties in Asia. To purchase the full version with operator profiles, click here.

Room service should be more than just food delivery. This article has reminders for full service hotels and ideas for limited service hotels.

Today's rising popularity of all-inclusive resorts is directly correlated to the value proposition for the guest. The resorts that offer customized products and services with personalized experiences are beneficial to both the owner and the customer.

In most hotel P&Ls, usually towards the bottom, is a heading called Non-Operating Income and Expense, formerly known as Fixed Expenses. Few costs are uncontrollable in a hotel. There are simply some expenses which take longer to reduce than others!