Ed Brock is an award-winning journalist who has worked for various U.S. newspapers and magazines, including with American City & County magazine, a national publication based in Atlanta focused on city and county government issues. He is currently assistant editor at Asian Hospitality magazine, the top U.S. publication for Asian American hoteliers.
Originally from Mobile, Alabama, Ed began his career in journalism in the early 1990s as a reporter for a chain of weekly newspapers in Baldwin County, Alabama. After a stint teaching English in Japan, Ed returned to the U.S. and moved to the Atlanta area where he returned to journalism, coming to work at Asian Hospitality in 2016.
THE FIFTH PLAINTIFF to join a class action lawsuit by several hotel owners against InterContinental Hotels Group is adding new accusations regarding what they call the company’s retaliatory actions against franchisees who complain. At the same time, AAHOA is saying more communication between parties is needed.
The most recent lawsuit, filed by Bensalem Lodging Associates LLC in Bensalem, Pennsylvania, is the fifth, with the others filed in Texas, Louisiana, Connecticut and Ohio. Each accuse IHG of forcing franchisees to select from a list of preapproved vendors when performing PIPs, even if the franchisee can get the same service or product cheaper elsewhere.
IHG claims the list of venders, dubbed the IHG Marketplace, allows the company to use franchisees’ collective bargaining power to secure a group discount and to ensure quality of products and services. But, according to the lawsuit, the company is only seeking to “secure the largest possible kickback for itself.”
Acts of retaliation
However, the Bensalem lawsuit is a little more expansive than the others, said Rich Gandhi with GHM Properties in Old Bridge, New Jersey, who also is a partner in Bensalem Lodging Associates.
“We added more about retaliatory practices,” said Gandhi, who also is chairman and co-founder of Reform Lodging, an advocacy group for franchisees. “We added everything that would basically improve business conditions for everybody. I don't know if all the other franchises will appreciate it because a lot of people like to stay under the radar. How long until you make no money?”
For example, he said, two years aga a friend of his was approached by IHG to develop a Candlewood Suites. The friend filed the paperwork and paid the fees, only to have his license denied in the end.
“He jumped through the hoops, then an IHG senior advisory committee member calls and said ‘We didn't approve you because of your pressing past grievances with IHG,'” Gandhi said. “Because he had past issues with them, they won't give him a license today, even though he's a perfect franchisee, his Holiday Inn Express is a top performer, they don't care. He raised his voice against senior management, he questioned them and made them change their practices.”
Gandhi personally had a conflict with IHG over being forced to accept a Comcast cable and internet package even though he could get a better deal.
They signed me up anyway. My bill went up by 50 percent,” he said.
IHG also allowed another, similar property to his open too close in the same market, costing him $1 million in business.
IHG’s response the lawsuit so far is a brief statement issued in response to the first lawsuit, according to Jennifer Cook, the company’s manager of corporate communications for the Americas.
“While we don’t comment on pending litigation, we are committed to the fair treatment of all hotel owners who choose to invest in our brands. We are currently reviewing the complaint and will respond to all claims through the appropriate legal processes.”
Communication break down
Several plaintiffs in the lawsuit are AAHOA members, so they reached out to the association for help. AAHOA is committed to protecting the business interests of its members, said Ken Greene, the association’s interim president and CEO.
“Because litigation is often the product of lack of necessary communication or a failure to reach a mutual understanding, AAHOA sees these lawsuits as an opportunity to increase dialogue, understanding, and communication between franchisees and franchisers, which will in turn create a better brand and customer experience,” Greene said. “At a time when everyone is recovering from pandemic-related losses, we want to acknowledge that hoteliers are doing their very best to stay afloat, and cost-saving measures are top of mind. AAHOA acknowledges that further dialogue is needed around the topics of brand value proposition, brand mandates related to specific vendors, the opt-in/opt-out process, and raising awareness about the issues alleged in the lawsuits.”
Greene said AAHOA’s Points of Fair Franchising document outlines the importance of vendor selection and options.
“We remain committed to being the voice of franchisees with your brands and to being the foremost resource and advocate for America's hotel owners,” Greene said. “An aspect of that commitment is to urge changes to the hotel franchise model on behalf of hoteliers post-pandemic to maximize owner ROI.”
The G6 RMS program uses automation, comp tracking and strategy calls.
RMS properties saw 11 percent year-over-year revenue growth in Q1 and a 10 percent higher ADR.
Revenue-managed properties posted 11.5 percent growth through web and app channels.
PROPERTIES OF G6 Hospitality enrolled in its “G6 Revenue Management Services” program saw 11 percent year-over-year revenue growth in the first quarter of 2025, more than double the rate of the rest of the portfolio. They also recorded a 10 percent higher ADR than non-RMS properties.
The RMS program uses proprietary automation tools, daily competitive set monitoring and bi-weekly strategy calls with revenue managers, G6 said in a statement. G6 is the parent company of Motel 6 and Studio 6 brands.
“Our revenue management services program is designed to empower our franchisees with cutting-edge tools, strategic expertise and real-time data to drive results,” said Sonal Sinha, G6 Hospitality’s chief executive officer. “The success we’re seeing—higher ADR, more direct bookings and significant revenue growth—demonstrates the value of our hands-on, data-driven approach. We’re proud to help our partners outperform the market and deliver exceptional value to their guests.”
The RMS program’s impact is visible on G6’s app and website, the statement said. In the first quarter of 2025, properties under revenue management saw 11.5 percent growth through web and app channels, while the rest of the portfolio saw a 4.4 percent decline. The increase is driven by dynamic pricing, OTA optimization and a central performance marketing team.
The program continued to grow in April, G6 said. Revenue-managed properties posted 9 percent revenue growth for the month, compared to 0.7 percent for non-managed hotels. Web channel growth for RMS properties was 11 percent, versus 0.6 percent for non-RMS properties. ADR for RMS properties was $78.24, while non-managed properties averaged $66.68.
This announcement follows G6 Hospitality’s launch of the AI-powered My6 app, which led to a 14 percent year-over-year increase in direct bookings.
Ritesh Agarwal, founder and CEO of OYO Rooms, and Sonal Sinha, CEO of G6 Hospitality, recently spoke with Asian Hospitality about leadership and success.
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AIR INDIA WILL reduce international service on widebody aircraft by 15 percent through at least mid-July, according to media reports. The decision comes less than a week after the June 12 crash of an Air India airliner carrying 230 passengers and 12 crew members in Ahmedabad, India, that killed 246 but left one survivor among the passengers.
The airline said the reduced service due to the safety inspection of aircraft and ongoing geopolitical tensions in the Middle East, which have disrupted operations, resulting in 83 flight cancellations over the past six days, according to ABC News. Passengers can either reschedule their flights at no additional cost or receive a full refund.
“The reductions arise from the decision to voluntary undertake enhanced pre-flight safety checks, as well as accommodate additional flight durations arising from airspace closures in the Middle East,” the airline said in a press release. “The objective is to restore schedule stability and minimizing last-minute inconvenience to passengers."
Air India also said 26 out of the 33 Dreamliners in its fleet have now been returned to service following the required safety inspections by the Directorate General of Civil Aviation, according to ABC. The airline also is performing "enhanced safety checks" on its Boeing 777 fleet as a precaution and is cooperating with authorities.
Air India flight AI171 went down in a crowded area near the airport shortly after takeoff. While the causes of the Ahmedabad crash are still under investigation, Reuters reported that India's Directorate General of Civil Aviation said spot checks in May on three Air India Airbus planes found that they were operated despite mandatory inspections being overdue on the "critical emergency equipment" of escape slides.
In one case, DGCA found that the inspection of an Airbus A320 jet was delayed by more than a month before being carried out on May 15, but data shows that during the delay the plane flew to several international destinations. Another case, involving an Airbus A319 used on domestic routes, according to Reuters, showed checks were over three months late, while a third showed an inspection was two days late.
"The above cases indicate that aircraft were operated with expired or unverified emergency equipment, which is a violation of standard airworthiness and safety requirements," the DGCA report said.
EIGHT LEADERS OF hihotels by Hospitality International, Inc. are being recognized by the company for their combined 121 years of service. The company was established in 1982 as an alternative to other, established brands.
“This kind of long-term commitment is rare in today’s business world, and it’s a testament to the type of culture we’ve built at hihotels,” Guimbellot said. “Our leadership team is deeply invested in the company’s mission and the success of our franchisees. We empower each other to lead with integrity, innovate with confidence, and serve with heart. That’s the foundation of our long-standing stability.”
Guimbellot also said the company’s longevity was due to its leadership team’s shared commitment to the same values and the hotel owners it serves. Their experience has allowed hihotels to navigate industry changes while delivering support to the company’s nationwide network of properties. Regular strategy sessions and open lines of communication also promoted forward-thinking solutions, the company said.
“It has been a privilege to be part of an organization where every voice matters,” Vakharia said. “Over 25 years, I’ve seen firsthand how our collaborative, family-like culture helps franchisees thrive. We don’t just build businesses—we build relationships.”
The company offers five economy brands: Scottish Inns, Red Carpet Inn, Master Hosts Inns, Downtowner Inns, and Passport Inn. It employs a lean, flexible structure to encourage initiative and independent decision-making within each department.
In April, hihotels marked the second anniversary of its franchisee advisory council, which supports policy development, new initiatives, and brand operations. The council includes five franchisee hotel owners, one vendor and Guimbellot.
ICE Reverses Decision to Pause Raids on Key Industries
U.S. IMMIGRATION OFFICIALS have reversed enforcement limits at hotels, farms, restaurants and food processing plants days after issuing them, following conflicting statements by President Donald Trump, according to Reuters. ICE leadership told field office heads on Monday it would withdraw last week's directive that paused raids on those businesses.
ICE officials were told a daily quota of 3,000 arrests—10 times the average last year under former President Joe Biden—would remain in effect, two former officials said in the report. ICE field office heads raised concerns they could not meet the quota without raids at the previously exempted businesses, Reuters reported, citing a source.
Some ICE officials left the call uncertain, and it appeared they would still need to proceed cautiously with raids at the previously exempted businesses, the former officials said.
U.S. Department of Homeland Security spokesperson Tricia McLaughlin said ICE would continue making arrests at worksites but did not respond to questions about the new guidance. "There will be no safe spaces for industries who harbor violent criminals or purposely try to undermine ICE’s efforts," she said in a statement Tuesday.
Trump took office in January aiming to deport large numbers of immigrants in the U.S. illegally. ICE doubled the pace of arrests under Trump compared with last year but remains below the level needed to deport millions.
Top White House aide Stephen Miller ordered ICE in late May to increase arrests to 3,000 per day, leading to raids that targeted some businesses.
Trump said in a Truth Social post on Thursday that farms and hotel businesses had been affected by the increased enforcement but also claimed, without evidence, that criminals were trying to fill those jobs. ICE issued guidance that day pausing most immigration enforcement at agricultural, hospitality and food processing businesses.
What is the Indo-American Hotelier Exhibit in San Francisco?
THE TENDERLOIN MUSEUM in San Francisco is launching the Indo-American Hotelier History Exhibit, the first permanent U.S. exhibition of its kind. The exhibit, opening in 2026 as part of the museum’s expansion, will document Indian immigrants’ role in the U.S. hospitality industry, beginning in San Francisco’s Tenderloin.
It will document the role of Indian immigrants in the U.S. hospitality industry, beginning in San Francisco’s Tenderloin, AAHOA said in a statement.
“To celebrate our achievements in realizing the American Dream and our leadership in the American lodging industry, we, the Indian American Hotelier Committee, in collaboration with the Tenderloin Museum, present this exhibit,” the committee said in a joint statement. “It is dedicated to recognizing, honoring and revering the pioneers and foundational figures of Indian American hotel history.”
The exhibition is supported by the Indo-American Hotelier Exhibition Funds Development Committee, the American Hotel & Lodging Association, AAHOA and the AAHOA Charitable Foundation.
It is developed with a committee of Indian American hoteliers connected to the Tenderloin and will trace the shift from managing single room occupancy hotels to building a national presence in the hospitality industry. It will document the work and experiences of multiple generations through first-person accounts, artifacts and historical records.
A central feature of the exhibit is the historic book “From Surat to San Francisco: How the Patels from Gujarat Established the Hotel Business in California 1942–1960” by Mahendra Doshi, AAHOA said. Based on eight years of interviews and research, the book details how three families created a network of Indian-owned hotels and helped establish a path for broader industry involvement.
As part of the museum’s 6,850-square-foot expansion, which includes a contemporary art gallery, a neon sign gallery and updated core exhibitions, the Indo-American Hotelier History Exhibit adds South Asian immigrant stories to the Tenderloin’s historical record.
The public is invited to support the museum’s expansion and the exhibit through contributions that will help document and preserve Indian American hotel history in San Francisco and beyond.