The relationship between Hotels and OTAs is that of Love & Hate. They can't live with each other; they can't live without each other. In fact, to put in another way, they exist in a symbiotic relationship. Hotels need OTAs for selling their inventory, and in return, OTAs extract a substantial commission from hotels to produce an enormous amount of bookings, which hotels hanker after. No matter how much hotel prefers their own brand website, front desk or call centers to be the major channel for bookings, the matter of fact is it has become unimaginable for hotels to do business without OTAs.

Like many other industries, 2016 is a big year for reflection on past and current trends among the meetings and conventions sector, ultimately yielding numerous progressive changes among the way meetings are planned, held and eventually evaluated by meeting hosts and attendees. Meeting hosts are expecting higher attendance and engagement rates, a more efficient use of technology and creative ways to position the meeting as an interactive experience verses a traditional presentation-style event that ultimately maintains a cost-effective price point. To satisfy growing client expectations, meeting planners are expecting more from meeting, convention and event venues.

Refining the concept of modern corporate social responsibility, Extended Stay America have created the Hotel Keys of Hope℠ room donation program a partnership with the American Cancer Society that leverages their greatest asset (hotel rooms) to impact real people (cancer patients who have to travel from home for treatment), rather than presenting a charitable check donation.

While the Latin American region's potential for investment is outstanding, international investors are acknowledging a sense of urgency, of first come first serve basis. This is why the time for investing is now. The upcoming SAHIC event to be held in Guayaquil, Ecuador on September 26-27 2016 is a rewarding opportunity to learn about the numerous investments prospects not only in the host country Ecuador, but also in the rest of this prosperous region. Read on for some interesting insights...

Two decades ago, the trend toward fitness centers in hotels went from nice-to-have to must-have. Today, that trend is spa. What is fortunate for owners and operators who are currently sans spa, is to realize that the definition of spa is flexible with broad parameters, transcending the confines of bricks and mortar. This article delves into the trend and reasons behind the demand and the timing for it. It also addresses the philosophy of spa, and provides a selection of options for consideration in retrofitting a spa into an existing operation. If you've been immersed in the hospitality industry for some time, you will recognize the push-pull dynamic that propels the industry forward.

In 1983, HFD became the first full-service spa consulting company in the US. Our mission was to develop, plan, market and manage spas primarily for up-scale hotels, resorts and mixed-use developments. Our focus was to create spas that appealed to guests, staff, lodging operators, developers and investors. We created the blueprint for what we called the "business of spas." We wanted all our clients to have spas that would be profit centers in and of themselves as well as tangible assets to the company's "core" business of selling hotel rooms and real estate.

Managing people is very rewarding, yet frequently challenging. People come in all shapes and sizes and every manager must have the capacity to deal with the good and bad employees they encounter. But the complexity of management life grows exponentially when confronted by a really difficult employee - a bad apple - and many managers, both new and experienced, struggle to cope with them. This article, informed by leading research in this area, provides useful insights into managing bad apples and highlights some general principles to adhere to when doing so.

Given the ongoing pressure to meet budget numbers, shrewd operators are going a step beyond revenue management to optimize profit by focusing on two vital but often-neglected areas. This article examines the two main pillars of revenue management - transient and group - and provides insights on technological solutions that deliver a wealth of relevant data to decision-makers' fingertips, giving the hoteliers who employ these solutions a real competitive edge.

Are you still trying to figure out what are the best strategies for providing outstanding customer service? I have been in the hospitality industry for over 25 years and I thought all this time that what one learns in the many hotels or restaurants we work at, we learn the appropriate formula to providing outstanding service. Even with all of the latest and greatest trends, we naturally follow the fundamentals, however, we tend to deviate from them and get distracted with the day to day dynamics we need to deal with.

When compared to older generations, millennials may not be the most well-traveled group, but they are on their way to becoming top travel consumers. According to a Harris Poll survey, millennials, those born from the early 1980s to the early 2000s, already plan to spend about $226 billion on travel this year. For this reason, it is important hotels and restaurants truly understand the consumer power of millennials, and the importance of capturing and keeping their business.