Hotels should get ready for the return of corporate travel
By Tammy GillisNov 12, 2021
Editor’s note: This is a submitted article by Tammy Gillis, CEO of Gillis Sales. It has been lightly edited for style.
While we don’t know what will happen next, the past several months has shown us that the need to get out and travel is stronger than ever. However, as the labor and staffing crisis continues, some hoteliers struggle to accommodate the uptick in travel. Corporate travel and industry events and the need to meet face-to-face will continue to grow, so now is the time to focus on getting staff ready to welcome back corporate travelers who haven’t traveled in 18 months.
Taking notes from the entertainment industry
One interesting tactic that the hospitality industry should take note of is the way the entertainment industry has handled the return of movies in theaters. If you went to the movies over the summer, you may have seen how the industry pulled together to thank movie-goers for coming back to the theater. Galaxy Theaters CEO came onto the big screen to thank the audience and welcome them back. Regal did something similar.
Even more compelling were the messages from directors such as John Krasinski ahead of Quiet Place II and Lin-Manuel Miranda ahead of In the Heights. These two films led the charge in releasing their content to the big screen. In doing so, they took the time to record a message to thank the audience for coming back and for supporting the industry. This strategy works because the theater has a captive audience. After all, unless you are late to the film, or getting popcorn, you are sitting there in anticipation of seeing a movie on the big screen after nearly 18 months of Netflix and microwaved popcorn.
This concerted effort, and it clearly is a concerted effort, by the entertainment industry should be mirrored by the hospitality industry. We need to get travelers excited in the same way about traveling again. But when we look at the various online campaigns that hotel brands, airlines, and travel companies are putting out there to attract travelers, they seem to lack emotion and connection given the world has been in lockdown and people haven’t traveled in over a year.
Everybody is in sales – or should be
It seems that brand campaigns are focused on transactional messages such as points, offers, and locations. These are not differentiators - all brands have these features. Travelers are not buying points, promos, and features. They are buying experiences; however, a lot of the current messaging out there is simply “pitch slapping” the consumer with the “what” and not the “why.”
We cannot keep doing things the way we have always done them. Our industry needs to innovate and fast. Brands and the creative agencies who support them need to develop more relevant, customer-centric messaging to welcome guests back, get them excited to travel again, and move beyond points, promos, and COVID-19 safety protocol updates.
The same can be said of sales. Many hotels furloughed employees, including sales teams, and are still struggling to regain ground and build back their pre-pandemic employment levels. But let’s not forget that in our industry, the sales effort should be top of mind for every employee, not just the sales team.
While your focus may be in operations and keeping the trains running, you are likely bringing on new employees at every level. Let’s take a look at how you can take steps to prepare your front-line and back-of-the-house staff to ensure they are empowered and enabled to deliver a memorable experience as travel picks up. Beyond that, let’s also examine ways that you can train them to drive your sales efforts.
The front desk
Front desk service should be more than checking guests in and out. All staff need to be trained in customer service fundamentals again. Incorporate methods to teach them how to anticipate customer needs right from check-in, but also incorporate questions that can inform your sales efforts.
Some believe that today’s guests prefer a touchless, human-less approach to checking in and checking out. The reality is that for many travelers, this is not the case. Weary travelers that have either just arrived from the airport, or more likely a long road trip, appreciate a smile and helpful associate behind the front desk as long as they are also efficient.
Most front desk associates treat the check in process as a transaction vs. an opportunity to give the client an incredible customer experience. It’s also a great opportunity to engage with the guest and qualify what brings them to town. While some guests may prefer to forgo conversation, the majority are happy to be traveling again and open to engaging with the front desk staff.
Instead of rushing the customer through the check in process, train your front desk staff to employ conversation techniques that not only deliver an excellent customer experience, but in turn provide insight into the guest, their reasons for traveling and why they selected your hotel.
From a guest experience perspective, having a front desk staff that cares enough to ask questions such as:
“Is there anything you’d like us to set up for you this evening?”
“Do you need directions or a ride to your meeting in the morning?”
“Can I make a dinner reservation for you this evening?”
From a sales perspective, train your front desk to be “lead catchers” and to pass those leads on to the General Manager or sales team.
Consider the following tactics when training the front desk:
Provide them with a script and lead form when handling incoming reservations.
Make sure they know your product and your competition and how you differentiate. If they don’t know what they are selling against, they will have a difficult time upselling or closing the sale.
Give key “sound bites” about the hotel’s value proposition—for example, “We’re glad you are here for your meeting. Our hotel is known as one of the quietest places to get a good night sleep when you’ve got a busy agenda ahead of you”.
Review arrivals reports to see who is checking in without a company name attached.
Qualify those who’ve made their reservations through an OTA and ask what company they are with.
Train them on how to overcome common objections.
Night audit staff
Don’t forget the night audit staff. They play a much smaller role in direct customer service, but they can have a valuable role in supporting sales (and knowing they are part of the wider team) by doing more than waiting for a late-night check in or requests:
Build out a prospecting list from parking lot checks and reader boards.
“Reverse Google” the comp set for upcoming tournaments, conventions, etc.
Shop call the comp set for companies you want to target.
Research banquet halls, funeral homes, and festivals with contact information.
Research companies in your backyard currently not staying with you.
Brand value from the back of the house
Staff that are considered “heart of the house”—e.g., housekeeping, room service, porters—need to be part of the sales culture as delivered through exceptional customer service.
Providing a consistency across all staff that your guests encounter throughout the hotel will show them that your hotel is committed to customer service.
Staff that receive training in how to make guests feel genuinely welcome will ensure your guests see the staff at every level as caring individuals. Without a doubt, understanding the importance of their role and seeing it modeled around them by colleagues and supervisors, will provide your back-of-the-house staff with a bigger sense of importance and drive home that they are a critical element in the success of your hotel.
The brand values of the hotel—respect, humility, care—should be reflected in the way in which all staff interact with guests and each other. It’s critical that both front-of-house and heart-of-house staff receive the proper training and know their contribution is valued.
Here are a few other examples of what training could include. Note: language may be a barrier with your heart-of-the-house staff, so some of these may need to be adapted.
Lift your head and smile warmly. A slight nod, or some kind of welcoming gesture is effective even when language is a barrier.
Acknowledge guests in the hallways and elevators: “Hello,” “Good evening,” “How was your day.” If possible, use their name, “Mr. ——” or “Ms. ——.”
Anticipate needs: “Is there anything else you need in your room?” “I see you are checking out today. Do you need assistance with your luggage?”
Take advantage of your captive audience
Being average is not how you build loyalty. You may be delivering a perfectly good experience, but as soon as another hotel opens in your comp set, your only differentiation is price.
Ask yourself, what is the bar that you want to set when it comes to customer experience? What policies and procedures align with this experience? Sales means service and service means sales. Does everyone in your organization understand what this means? If not, now is your opportunity to employ new tactics to set your hotel apart from the competition.
Ensure all associates understand that their job is much more than changing a bed or delivering towels. It is more than taking a credit card in exchange for a room key. Now is the time for industry and brand leaders to elevate not only the guest experience, but also the employee experience. Your captive audience is two-fold, the guest who stays at your property and the staff that support them. Learn to take advantage of both.
In a related story, a recent report from Hilton and Morning Brew found that post-pandemic business travel is likely to be more strategic and purposeful overall as travelers have missed building in-person professional relationships during the pandemic.
U.S. corporate travel in 2025 shows greater caution after two years of recovery.
Companies face turbulence as they adjust to rising costs and shifting priorities.
Managers also say their companies are optimizing travel for sustainability.
U.S. CORPORATE TRAVEL shows more “nuance and caution” in 2025 after two years of recovery, according to Deloitte. Many companies plan to increase spending, but retrenchment among larger organizations clouds the outlook.
Deloitte’s “2025 Corporate Travel Study” found that one in five large companies with 2024 travel spend above $7.5 million expect cuts in 2025. Large companies are more likely than smaller ones to cite higher prices, sustainability concerns, lower event attendance and reduced client interest in in-person meetings. Rising costs remain the main constraint, cited by 54 percent of managers, up from 48 percent in 2024.
“Corporate travel continues to be important to business and employee growth, but companies are facing potential turbulence as they adapt to conditions like rising costs and shifting internal priorities,” said Kate Ferrara, Deloitte’s vice chair and U.S. transportation, hospitality and services sector leader. “This moment calls for agility and partnership between companies and their travel providers, as well as companies and their traveling employees.”
The study is based on two surveys of travel managers, team leaders and corporate travelers.
Travel spending trends
Most companies have shifted from reactivating travel to redefining its value, experimenting with ROI metrics, sustainability goals and strategic alignment. Only 59 percent of large-company respondents expect budget increases this year, compared with smaller firms.
Three in four travel managers report budget increases, similar to 2024. Among travelers, trip frequency expectations are mixed. More plan 6 to 10 or more than 10 trips, but many frequent travelers expect to shift from three or more trips a month to two.
Nearly two-thirds of business travelers expect to attend a conference in 2025, making it the largest driver of travel incidence. One in five travel managers cite conferences as their top growth driver and two-thirds report rising spend in this area, up from 54 percent in 2024.
International trips account for about half of spending, similar to 2024, but North America’s share has declined over two years. This reflects increased travel to distant destinations and fewer Canadian and Mexican visitors to the U.S. in the first half of 2025.
The study found managers expecting to cut travel by 20 percent or more nearly doubled, from 24 percent to 45 percent. Among companies with spend above $7.5 million, 55 percent anticipate reducing volume by 20 percent or more.
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USTA said the U.S. travel economy could lose $1 billion a week in a government shutdown.
White House reportedly ordered agencies to plan layoffs of nonessential staff.
Around 88 percent of Americans want Congress to prevent a shutdown.
A LOOMING U.S. government shutdown could cost America’s travel economy $1 billion a week, the U.S. Travel Association said. Federal funding runs through Sept. 30 and without a stopgap budget, many operations would halt on Oct. 1.
President Donald Trump blames Democrats for failing to reach a deal, while Democrats criticize him for canceling a negotiation meeting. Senate Democrats had previously resisted a shutdown over fears of mass firings and deep spending cuts, but a similar threat now looms, Fox News reported.
Meanwhile, the White House budget office is directing federal agencies to prepare layoff plans for nonessential employees in a potential shutdown, Politico reported. The Office of Management and Budget’s plan to permanently cut the workforce, detailed in a memo shared with POLITICO ahead of release to agencies, raises the stakes of a shutdown next week.
A shutdown would disrupt federal agencies, including the Transportation Security Administration and hurt the travel economy, U.S. Travel Association CEO Geoff Freeman wrote in a Sept. 25 letter to Congress.
USTA called on Congress to act to prevent the looming threat.
“A shutdown is a wholly preventable blow to America’s travel economy—costing $1 billion each week—and affecting millions of travelers and businesses while straining an already overextended federal travel workforce,” Freeman said. “While Congress recently provided a $12.5 billion down payment to modernize our nation’s air travel system and improve safety and efficiency, this modernization will stop in the event of a shutdown.”
USTA said that halting air traffic controller hiring and training would worsen a nationwide shortage of more than 2,800 controllers and further strain the air travel system.
If the Federal Aviation Administration cannot hire or train controllers, longer security lines, flight delays and cancellations are likely, Freeman wrote in the letter. Programs for air traffic control, however, are slated to continue during a shutdown.
A recent Ipsos survey cited in the USTA letter found 60 percent of Americans would cancel or avoid air travel during a shutdown. Approximately 81 percent said shutdowns harm the economy and inconvenience travelers and 88 percent said Congress should work across party lines to prevent one.
About 50,000 Transportation Security Administration employees, responsible for airport security, would work without pay, worsening staffing challenges, Reuters reported.
Shutdown losses would add to a projected $29 billion drop in visitor spending in 2025, driven by fewer international visitors and weaker domestic demand, according to Forbes.
The U.S. tourism industry entered 2025 expecting growth in travel demand and visitor spending. International arrivals, however, are down due to an eight-month Canadian travel boycott and a summer decline in Indian tourists amid disputes between Trump and Prime Minister Narendra Modi over tariffs, Russian oil and credit for an India-Pakistan ceasefire, Forbes said.
In December, President Joe Biden signed the American Relief Act, preventing a shutdown before Christmas and funding the government through March 14.
The House introduced the Lawsuit Abuse Reduction Act of 2025 to reform tort law.
AAHOA said the bill would restore accountability in the legal system.
In 2023, the Supreme Court vacated a case on “tester lawsuits” under the ADA.
THE HOUSE OF Representatives recently introduced the Lawsuit Abuse Reduction Act of 2025 to reform tort law and mandate sanctions for frivolous lawsuits. AAHOA supported the bill, saying it would restore accountability to the legal system, an issue for small-business owners such as hoteliers.
The bill — introduced in the U.S. House by Republican Reps. Mike Collins of Georgia, Brandon Gill of Texas, Tom Tiffany of Wisconsin and Harriet Hageman of Wyoming — would amend Rule 11 of the Federal Rules of Civil Procedure.
“This legislation will help restore accountability in our courts, protect job creators from frivolous legal attacks and reform a civil justice system that too often favors abuse over fairness,” said Rep. Collins. “We’re sending a clear message: the courtroom should be a place for justice, not a playground for abuse.”
The act would:
Require sanctions for frivolous lawsuits instead of leaving them discretionary.
Remove the 21-day delay for filing sanctions if the challenged pleading is withdrawn or corrected.
Mandate payment of reasonable expenses, including attorney fees, to parties harmed by frivolous filings.
Allow additional sanctions, such as striking pleadings, dismissing cases, or imposing financial penalties to deter future violations.
Kamalesh “KP” Patel, AAHOA chairman, said that for small-business owners, a single frivolous lawsuit can threaten their livelihoods and undo years of work.
"This legislation gives hoteliers a fighting chance by ensuring those who weaponize the courts face real consequences,” he said. “It's about restoring fairness so our members can focus on what they do best: running their businesses and supporting their teams."
In 2023, the U.S. Supreme Court vacated as moot a case that could have set a precedent limiting “tester lawsuits” against hotels under the Americans with Disabilities Act. The court noted it may still address whether someone can sue a hotel without intending to stay there. The case, Acheson Hotels, LLC v. Laufer, was filed by Deborah Laufer, who claimed the hotels’ websites failed to disclose whether accessible rooms were available.
“Frivolous lawsuits don't just waste time — they siphon resources away from job creation, community investment and growth,” said Laura Lee Blake, AAHOA president and CEO. “This legislation provides protection for small-business owners who cannot afford to fend off meritless claims. Protecting them means protecting the vitality of Main Street economies across the country.”
AAHOA urges Congress to pass the legislation and protect small-business owners from abusive lawsuits.
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.
AHLA’s survey finds reduced hotel development and renovation plans.
Only 8 percent of property owners are moving forward with new investments.
Survey participants included 387 property owners and operators.
ABOUT 32 PERCENT of U.S. hotel owners and operators are delaying development projects and 24 percent are scaling back plans, according to a recent survey by the American Hotel & Lodging Association. About 8 percent have canceled projects entirely.
“Hotels are eager to invest in their properties and communities but rising costs and uncertain demand are forcing many to put projects on hold,” said AHLA President and CEO Rosanna Maietta. “It’s been a tough year for hotel operators, especially our small business owners. As Congress gets back to work, we’ll focus on advancing policies to spur travel, ease operational pressures and provide our industry the certainty it needs to grow, create jobs and strengthen local economies nationwide.”
The workforce challenges further compound pressures, with nearly half of the respondents, 49 percent, reporting understaffed properties. On the demand side, leisure travel continues to decline. Thirty percent of hotels reported declines in completed leisure stays, while 26 percent saw drops in upcoming bookings compared with the same period last year.
Business, group and government travel also showed weakness, with 15 to 17 percent of properties experiencing decreases in bookings.
The AHLA survey, conducted between Aug. 21 and 29, included responses from 387 property owners and operators across the U.S., representing all hotel segments.
In another recent survey by the Hospitality Asset Managers Association, more than 70 percent of respondents expect a 1 to 3 percent RevPAR increase in the fourth quarter of 2025.