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 senior 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.
INTERNATIONAL WOMEN’S DAY is March 8, and hotel owners and large hospitality companies are taking time to make sure the women in the industry are reaching their full potential. Recent data shows women are improving their position in the industry, but more remains to be done.
For California hotelier Sunil “Sunny” Tolani, that means giving female employees at his company, The Prince Organization, special training and time off for health care. For Tina Burnett, recently promoted chief development officer at G6 Hospitality, home company of Motel 6 and Studio 6 brands, it means making sure women are included in the same way as their male colleagues.
“At our company, we believe women to be just as smart and capable as men-if not more so and there are intelligent and highly competent,” Tolani said. “The traits generally associated for good hospitality as good social skills, warmth, compassion, expressiveness, generosity and altruistic impulses. We are focusing on the next generation of women hoteliers and convey to them that really extraordinary careers can be made in our widely diverse Hospitality industry.”
A day to Break the Bias
The theme of this year’s International Women’s Day is “Break the Bias.” As in years before, the day is about day celebrating the social, economic, cultural, and political achievements of women while accelerating women's equality.
The first IWD gathering was held in 1911, three years after 15,000 women marched through New York City demanding shorter hours, better pay and voting rights. Originally, it was celebrated in February but in 1911 it changed to March.
Tolani said this year’s recognition of the day must incorporate lessons learned from the COVID-19 pandemic. COVID’s impact has been particularly hard on women, he said.
“Women have worked hard to advance in the workplace, but the pandemic is unraveling these hard-fought gains. Women are now significantly more burned out than ever, even more than men —which can take a huge toll on their physical and mental health,” Tolani said. “Women represent the majority of single mothers and caregivers for children and adults, creating immense pressure and leading some to downshift their career or leave the workforce entirely.”
As a result, the Prince Organization will prioritize the role of health in achieving equity. It will give hourly wage women employees paid time off on March 8. He hopes it encourages those women to stay on the job.
In observance of International Women’s Day, California hotelier Sunil “Sunny” Tolani, left, will give female employees at his company, The Prince Organization, special training and time off for health care. Tina Burnett, chief development officer at G6 Hospitality, home company of Motel 6 and Studio 6 brands, said the company is making sure women are included in the same way as their male colleagues.
“We are encouraging them to use that day to make a commitment to their own health and the health of the women and children in their lives, which can include going to the doctor, taking stock of their own well-being or reflecting on how to make a change for women’s health overall,” Tolani said. “We are working to create a healthier every day for every woman, and like every year will use International Women’s Day this year to pause, reflect and strengthen our commitment to that vision. Like the years before, we continue to give our employees paid time off to vote, urging to uphold virtues of respect and dignity as we continue to push for social, racial justice and equality.”
Tolani and his organization have a long history of philanthropy. The Prince Organization recently was included on the Orange County Business Journal’s Companies that Care list for its Jobs not Jails program that assists at-risk and formerly gang involved youth. Tolani’s employees also volunteer in their communities for Martin Luther King Day.
“Whether they plan on cleaning up a public space, mentoring a young person, mentoring our staff, inviting the local students to tour the back of house hotel operations, what they do makes a world of difference,” Tolani said. “Our entire organization felt a sense of pride at what we were able to achieve.”
A seat at the table
Burnett said G6 will be holding its annual conference around the same time as International Women's Day. There will be some women related events at that time.
“We always celebrate [International Women’s Day] on all of our social platforms that have specific events,” Burnett said. “We're also doing a women's panel, called ‘Her Story’ inside of our organization, and our franchisees can attend.”
However, the company’s commitment to women will last well beyond that day, she said. She said the 2022 Women in Hospitality Industry Leadership report, released in January by women in hospitality advocacy group The Castell Project, held “very good news” that women are filling more leadership roles in the business.
“Especially coming out of the pandemic, just with so many people trying to make that decision of going back to the office. It's been a huge point of conversation around, what women will do, as we all return to normal and encouraging women in the workplace that they still have a seat at the table,” Burnett said. “In general, we work with all of our team members to grow their careers but we have diversity ingrained in our culture. We have three of our seven executive committee members are women. And we also make sure that women have the seat at the table at all of our owners’ advisory councils and our young professional councils. We’re trying to encourage that instead of doing something separate and specific, we ensure they have a seat at the table. That's how we look at it. Instead of trying to parcel them off, we try to make them you know, they have a seat at the table with everyone else.”
Burnett said she’s seen women advancing in G6’s corporate structure specifically.
“Obviously, when we've got 42 percent of our executive committee is now women, probably 30 percent of our senior leadership is as well. And we are trying to advance women, obviously, in all levels of the organization,” she said. “They just bring a different perspective and we welcome it, because it's a little bit higher engagement than men, but it's the way they engage which is different, which also set them apart.”
Burnett’s also seen a rise in women franchisees, particularly in the Asian American community. It’s part of the second and third generations stepping up to take the reins of companies their parents began.
“We've got three women who sit in our councils and all of them have stepped in and taken a leadership role,” she said. “One is taking over the business from her father, and she is coming in full force and overseeing all their hotels. The other one, she's always been the one that's been running the business kind of behind the scenes.”
However, Burnett also said some social dynamics must be overcome.
“What we constantly hear is that there are still women that try to block [younger women who are interested in franchising], the older generation that is trying to block them from actually making that step. And they're taking a lot of grief,” Burnett said. “I think it's more around the we're seeing it, and especially in the communities that support it. But there are still some that think that is not the right thing to do, as a woman in their culture.”
Still, her outlook for the future is mostly positive.
“I think they're getting vocal, I think they're gaining traction,” she said. “I think it's, the movement is moving, I think it's just taken them a little longer to do it.”
IHG launched its 20th global brand, Ruby, in the U.S.
The brand offers serves city-centers and urban locations with restrictions.
It focuses on major urban markets with new-build, conversion, and adaptive reuse.
IHG HOTELS & RESORTS introduced Ruby Hotels, its 20th global brand, to the U.S. It is designed to fit in city centers and urban locations with entry barriers and space constraints.
The company’s growth plan will focus on major urban markets and include new-build, conversion and adaptive reuse projects, IHG said in a statement.
“Ruby is a brand built for the future of hospitality,” said Jolyon Bulley, IHG's CEO for the Americas. “Its success in Europe speaks to the growing demand for flexible, lifestyle-focused hotels in highly traveled locations. Ruby’s U.S. introduction will complement our premium portfolio and offer owners a differentiated product with strong economics and scalable growth potential. We’re encouraged by the initial interest and buzz around Ruby, which reinforces our confidence in its appeal and ability to thrive in this market.”
Ruby, founded in Germany in 2013, joined the IHG portfolio earlier this year and has 34 open or pipeline hotels in European cities. The U.S. launch reflects IHG’s plan to grow the brand to more than 120 hotels in the next decade and more than 250 in 20 years.
Lauren Krostue, Ruby's vice president for global brand management, said Ruby allows IHG to connect with a new type of traveler—those who value unique stays at an accessible price point.
"In bringing Ruby to the U.S., we will retain what’s made the brand so special in Europe—including its unique design and operating model—while localizing certain elements to reflect market needs," she said. "We look forward to introducing the Ruby experience to a new group of owners and guests and showcasing what sets the brand apart in the increasingly popular ‘urban micro’ segment.”
IHG nearly doubled global conversion signings from 2023 to 2024, with conversions representing about 60 percent of openings and 40 percent of signings in the first quarter of 2025.
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The H-2B visa program protects U.S. jobs and wages, according to AHLA citing a study.
It allows hotels and resorts to meet travelers’ needs while supporting the economy.
It provides foreign workers for seasonal jobs when domestic workers are unavailable.
THE H-2B VISA program does not harm U.S. jobs or wages but increases pay and supports the labor force, according to an Edgeworth Economics study. Citing that study, the American Hotel & Lodging Association said the program enables hotels and resorts to meet travelers’ needs while supporting the workforce and economy.
The Edgeworth study for the H-2B Workforce Coalition found the program allows businesses to hire foreign workers for seasonal jobs when domestic workers are unavailable. It showed no evidence that increases in H-2B visas reduce U.S. employment or wages. Instead, each H-2B worker supports three to five local jobs and areas with more H-2B workers saw wages grow 1.6 percent faster.
“Areas that hired more H-2B workers under the higher visa cap saw greater job and wage growth among U.S. workers,” said Steve Bronars, partner at Edgeworth Economics, citing findings consistent with an earlier analysis by the U.S. Government Accountability Office.
Ashley McNeil, AHLA’s vice president of federal government affairs and chair of the H-2B Workforce Coalition, said the new analysis underscores the H-2B program’s clear value to local communities.
“The hotel industry, which is still 200,000 workers short compared to pre-pandemic levels, relies on legal guest worker programs to augment our workforce, particularly to address seasonal demands,” McNeil said. “Access to the H-2B visa program has been critical in allowing hotels and resorts of all sizes to meet travelers’ needs, while supporting the local workforce and economy.”
The program has also helped businesses manage peak-season labor shortages, easing the workload for full-time employees. Landscaping accounts for nearly 40 percent of certified H-2B workers. Hotels and motels account for 8.67 percent, support activities for forestry 6.3 percent and seafood processing and packaging 5.65 percent.
“This study reaffirms what our members have long recognized: despite extensive recruitment efforts, there remains a critical shortage of U.S. workers willing or available to fill temporary positions that are currently being filled by H-2B workers,” said Arnulfo Hinojosa, COO of the Federation of Workers and Employers of America and vice chair of the H-2B Workforce Coalition. “H-2B workers allow seasonal businesses to operate at a higher capacity and create more U.S. jobs.”
Meanwhile, President Donald Trump recently signed a proclamation raising the H-1B visa fee to $100,000 annually, a move that could affect Indian professionals in the U.S.
Howard Johnson is marking its 100th anniversary with fried clam–shaped soaps.
The soaps pay homage to an iconic HoJo menu item.
Available at select hotels and for online purchase starting Oct. 3.
HOWARD JOHNSON BY Wyndham marks a century with one of its most famous menu items, the fried clam strip. The brand is introducing limited-edition HoJo’s Original Fried Clam Soap, available at select Howard Johnson hotels across the U.S. and for online purchase beginning Oct. 3.
Designed to resemble the original food item, the soaps are infused with lemon, sea salt and butter in a nod to the butter-soaked rolls that once accompanied the fried clams, according to a statement by Wyndham.
“Howard Johnson is a brand woven into America’s cultural fabric and beloved by millions for generations,” said Marissa Yoss, HoJo’s head of marketing. “As we celebrate 100 years, our limited-edition fried clam soap is a fun, nostalgic tribute to the brand’s storied past and a playful nod to the retro-modern, family-friendly spirit that continues defining our hotels today.”
For World Waffle Day celebrations, Comfort Hotels hosted a one-day Waffle Lounge in New York City on Aug. 21.
The use of AI agents hotels must rethink customer loyalty, a FAU study finds.
The paper proposes strategies as AI becomes the main booking channel.
Researchers warn of ethical and privacy issues.
HOTELS MUST RETHINK how they build and maintain loyalty as artificial intelligence systems make travel decisions and bookings for consumers, according to a study by Florida Atlantic University. The rise of artificial intelligence agents will complicate hotel customer loyalty management.
“AI agents will be the new gatekeepers of loyalty,” said Anil Bilgihan, FAU College of Business professor of hospitality management. “The question is no longer just ‘How do we win a customer’s heart?’ but ‘How do we win the trust of the algorithms advising them?’ Hotels need to prepare for a future where a guest’s preferred brand may be decided before they even open their phone.”
As consumers use AI agents to search for hotels, check availability, compare prices, analyze reviews and make bookings, decision-making will shift to the algorithm, creating loyalty to the agent or its ecosystem rather than to the brand, the report said.
Bilgihan said AI is not influenced by traditional advertising and sorts options based on algorithmic criteria.
“Imagine a traveler asking their AI agent to book a hotel in Miami within a certain budget, with a pool and strong reviews,” he said. “If your hotel doesn’t appear in that recommendation set, you may never be considered. Hotels must design loyalty programs, digital visibility and service experiences that appeal to both human guests and the AI systems filtering choices on their behalf.”
The paper proposes a framework for hotels to rethink loyalty strategies as AI agents become the main channel for travel bookings. While emotional branding still matters for humans, marketers should focus on loyalty programs that engage both humans and AI systems, using customer data to tailor experiences, improve algorithmic visibility and design programs appealing to both, the study said.
Researchers also warned of ethical and privacy concerns, including algorithmic bias, limited consumer understanding of how AI agents work and challenges in brand visibility.
“At the end of the day, technology doesn’t replace the fundamentals,” Bilgihan said. “AI may shape how guests discover and book, but the foundation of loyalty will always be the experience once they arrive.”
The paper in the International Journal of Contemporary Hospitality Management was authored by Max Ostinelli, assistant professor of marketing; Ye Zhang, associate professor of hospitality management; Melanie Lorenz, associate professor of marketing and Bilgihan.
New York University’s State of Distribution 2025 found a gap between AI potential and hotel operational readiness, as teams are still developing training, systems and workflows. In May, India’s International Institute of Hotel Management (IIHM) Kolkata launched ‘NamAIste – IIHM HospitalityGPT,’ the first generative AI platform for the global hospitality industry.
More than 70 percent expect a RevPAR increase in Q4, according to HAMA survey.
Demand is the top concern, cited by 77.8 percent, up from 65 percent in spring.
Only 37 percent expect a U.S. recession in 2025, down from 49 percent earlier in the year.
MORE THAN 70 PERCENT of respondents to a Hospitality Asset Managers Association survey expect a 1 to 3 percent RevPAR increase in the fourth quarter. Demand is the top concern, cited by 77.8 percent of respondents, up from 65 percent in the spring survey.
HAMA’s “Fall 2025 Industry Outlook Survey” found that two-thirds of respondents are pursuing acquisitions, 80 percent plan renovations in the coming year and 57 percent are making or planning changes to brand affiliation or management strategies.
“With hopes high for a stronger fourth quarter, hotel asset managers continue to maintain an optimistic outlook,” said Chad Sorensen, HAMA president. “More than 70 percent of our members expect RevPAR to increase 1 to 3 percent and two-thirds are pursuing acquisitions. With 80 percent planning renovations in the coming year, we see an engaged community focused on performance.”
Conducted among 81 HAMA members, about one-third of the association, the survey reports expectations for revenue growth, property investments and acquisitions.
However, the top three most concerning issues were demand, ADR growth and tariffs, HAMA said.
RevPAR growth forecast
Looking into 2026, 72.8 percent expect 1 to 3 percent growth, 18.5 percent expect 4 to 6 percent, 7.4 percent anticipate flat results and 1.2 percent project a decline. Full-year RevPAR projections versus budget are more mixed: 49 percent expect 1 to 3 percent growth, 17 percent expect flat results, 12 percent expect 4 to 6 percent growth, 2 percent expect 7 percent or more and 19 percent expect declines.
Hotel asset managers note several market pressures, the report said. Other concerns include ADR growth at 51.9 percent, tariffs at 34.6 percent, wage increases at 33.3 percent and potential Federal Reserve rate changes at 32.1 percent. Management company performance at 25.9 percent, immigration and labor trends, union activity and insurance costs were also mentioned.
“The industry is at its highest level of concern around maintaining or increasing rates,” Sorensen said. “There’s pressure to build on the P&L going into 2026.”
Performance projections
Confidence in the broader economy has increased since spring, the survey found. Only 37 percent of respondents expect a U.S. recession in 2025, down from 49 percent earlier in the year.
When asked about properties exceeding gross operating profit forecasts, 59 percent of managers expect 0 to 25 percent of their hotels to surpass targets, 25 percent expect 26 to 50 percent, 10 percent expect 51 to 75 percent and 6 percent expect 76 to 100 percent. Additionally, 20 percent reported returning hotels to lenders or entering forced sales since the spring survey.