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.
JUST ONE WEEK after Category 4 Hurricane Laura roared ashore at Lake Charles, Louisiana, Vimal Patel was at ground zero inspecting the damage at his company’s Staybridge Suites hotel. It was extensive.
“Lake Charles is the center of all the damage and we have a property here that seems to have structure damage pretty bad. We just found out after the engineer did a walk through. The roof is completely gone,” said Patel, president of Qhotels Management in LaPlace, Louisiana. “We’re going to have to open up a lot of walls and assess the damage.”
Considering the damage and the fact that the area will not have power and water for at least two more weeks, Patel said it will be some time before that hotel reopens. At the same time, Qhotels’ properties in other Louisiana markets were seeing a spike in business from evacuees and emergency workers.
“My hotel in LaPlace, which is the outskirts of New Orleans, and one in Dawsonville which is in between New Orleans and Baton Rouge, and then a couple of them in Houma, which is south as well, those areas were not affected by the hurricane,” Patel said. “One of my hotels was housing evacuees. And there were a lot of others, especially the energy crews from the electric company were staying as well.”
Shelter from the storm … and the coronavirus
Most hotels in the New Orleans area are filled to capacity with the more than 9,000 evacuees that have fled to the city, according to the Times-Picayune. In an effort to avoid housing hundreds of people together in school gyms, creating a super spreader scenario in the middle of the COVID-19 pandemic, the state had entered agreements with 16 hotels provide emergency accommodations. Those plans fell apart when Laura took an unexpected course, Department of Family and Children Service’s spokesperson Catherine Heitman told the Times-Picayune.
"Originally, we had thought the hurricane was going to hit in southeast Louisiana so we identified hotels in the southwest for potential evacuees, but then we had to reverse course," as the storm centered on the coast south of Lake Charles, she said.
Patel has been taking steps to keep his new guests as safe as possible.
“We have to make sure to keep the cleaning policy in place, make sure that we are we are still sanitizing the high touch area points and guests are wearing masks,” he said.
They also are keeping their housekeeping staff from entering the customers’ rooms to minimize contacts with the guests. They provide masks when necessary.
“Most of the guests I think are self-conscious and have their own mask, but in the event somebody doesn't have or lost it we are able to provide it for them,” he said.
In Houston, which escaped with little damage from the storm, hotels also were filling with evacuees, said Raj Das, vice president of development for Palace Inn Franchising. At least, that’s what Das is seeing on the east side of town closest to the impacted areas and the highway on which they came.
“We're not seeing it as much on the west side and closer to the central area of Houston but it's definitely still affecting the hotels on the east side of town,” he said.
Das said previously he felt the environment in his hotels is still safe because they are exterior corridor, minimizing the amount of time guests can congregate in public together. Like Patel, Das has instructed the housekeeping staff to avoid entering the rooms until guests leave.
“If a guest doesn’t need service, then we're asking them to just make sure to let us know so we’re going in their rooms,” Das said.
It’s not permanent
The crowds could have been much worse if Laura had hit Houston instead, Das said.
“In the 200 square mile radius that got hit, there's probably only 70,000 people that were affected versus if that same 200 square mile radius got hit in the Houston area, there would have been a million people affected,” he said.
Patel said the flood of high occupancy generated by Laura is already ebbing.
“We did see some temporary spike in the other markets but how long will that last? We don't know. Between yesterday and today, there were a lot of the utility crews who were staying have checked out of the hotels in LaPlace,” he said.
Also, Patel said, as the outer skirts of the damaged areas see power restored there will be a shift as evacuees either return home or move to hotels closer to Lake Charles.
“The two-and-a-half-hour-drive [between LaPlace and Lake Charles] for me has turned into a five hour drive each way simply because of the traffic and this heavy machinery and the equipment being transported,” he said. “So, I think as the power utility comes up and the rooms come open in neighboring towns, people are going to start shifting closer and closer to Lake Charles.”
Helping hands on hold
In past hurricanes, such as Hurricane Harvey in 2017, Houston hoteliers came together to provide relief to victims of the storm. Patel said, so far, he is still trying to take care of his own, specifically the approximately six staff members still staying at the Lake Charles hotel.
“What we are doing with my hotel is that we are bringing our staff food and supplies from our corporate office,” he said. “Someone from our offices is making a trip down to the Lake Charles, bringing food, bringing gas, bringing some office supplies.”
Das said he has not heard of any organized donation drives yet.
“But I'm sure there's going to be some headway in that, so as soon as that comes down, I'm sure a lot of our hotels would be ready to support it,” Das said. “We're pretty active when it comes to supporting the community.”
Das also is concerned about delays in distribution of FEMA funding emergency funding for people who lost their homes. Evacuees can use the funds to cover their hotel costs.
“We've tried to open it up in Houston at a few of our properties. We have people waiting to get the rooms, they're just not approved yet,” Das said. “It's a fantastic program for anybody who lost their homes.”
Louisiana Gov. John Bel Edwards did recently approve registration for the funds in five Louisiana parishes impacted by Hurricane Laura, Allen, Beauregard, Calcasieu, Cameron and Jefferson Davis parishes.
“I want to encourage anyone from these five parishes to apply for assistance today,” Edwards said. “For the people in other parishes that were impacted, but not yet approved for aid, please know that we will continue damage assessments and do expect additional parishes to be authorized. We will fight for all Louisianans who were in Laura’s path to get the assistance they need to recover and rebuild.”
A PETITION FOR a referendum on Los Angeles’s proposed “Olympic Wage” ordinance, requiring a $30 minimum wage for hospitality workers by the 2028 Olympic Games, lacked sufficient signatures, according to the Los Angeles County Registrar. The ordinance will take effect, raising hotel worker wages from the current $22.50 to $25 next year, $27.50 in 2027 and $30 in 2028.
Mandatory health care benefits payments will also begin in 2026.
The L.A. Alliance for Tourism, Jobs and Progress sought a referendum to repeal the ordinance, approved by the city council four months ago. The petition needed about 93,000 signatures but fell short by about 9,000, according to Interim City Clerk Petty Santos.
The council approved the minimum wage increase for tourism workers in May 2023, despite opposition from business leaders citing a decline in international travel. The ordinance requires hotels with more than 60 rooms and businesses at Los Angeles International Airport to pay workers $30 an hour by 2028. It passed on a 12 to 3 vote, with Councilmembers John Lee, Traci Park and Monica Rodriguez opposed.
The L.A. Alliance submitted more than 140,000 signatures in June opposing the tourism wage ordinance, triggering a June 2026 repeal vote supported by airlines, hotels and concession businesses.
AAHOA called the ruling a setback for Los Angeles hotel owners, who will bear the costs of the mandate.
"This ruling is a major setback for Los Angeles' small business hotel owners, who will shoulder the burden of this mandate," said Kamalesh “KP” Patel, AAHOA chairman. "Instead of working with industry leaders, the city moved forward with a policy that ignores economic realities and jeopardizes the jobs and businesses that keep this city's hospitality sector operating and supporting economic growth. Family-owned hotels now face choices—cutting staff, halting hiring, or raising rates—just as Los Angeles prepares to host millions of visitors for the World Cup and 2028 Olympics. You can't build a city by breaking the backs of the small businesses that make it run."
Laura Lee Blake, AAHOA president and CEO, said members are proud to create jobs in their communities, but the ordinance imposes costs that will affect the entire city.
“Even with a delayed rollout, the mandate represents a 70 percent wage increase above California's 2025 minimum wage,” she said. “This approach could remove more than $114 million each year from hotels, funds that could instead be invested in keeping workers employed and ensuring Los Angeles remains a competitive destination. The mandate increases the risk of closures, layoffs and a weaker Los Angeles."
A recent report from the American Hotel & Lodging Association found Los Angeles is still dealing with the effects of the pandemic and recent wildfires. International visitation remains below 2019 levels, more than in any other major U.S. city.
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AHLA Foundation is partnering with ICHRIE and ACPHA to support hospitality education.
The collaborations align academic programs with industry workforce needs.
It will provide data, faculty development, and student engagement opportunities.
THE AHLA FOUNDATION, International Council on Hotel, Restaurant and Institutional Education and the Accreditation Commission for Programs in Hospitality Administration work to expand education opportunities for students pursuing hospitality careers. The alliances aim to provide data, faculty development and student engagement opportunities.
Their efforts build on the foundation’s scholarships and link academics to workforce needs, AHLA said in a statement.
"We're not just funding education—we're investing in the alignment between academic learning and professional readiness," said Kevin Carey, AHLA Foundation president and CEO. "These partnerships give us the insights needed to support students and programs that effectively prepare graduates to enter the evolving hospitality industry."
ACPHA will provide annual reports on participating schools’ performance, enabling the Foundation to direct resources to programs with curricula aligned to industry needs, the Foundation said.
Thomas Kube, incoming ACPHA executive director, said the partnership shows academia and industry working together for hospitality students. The collaboration with ICHRIE includes program analysis, engagement through more than 40 Eta Sigma Delta Honor Society chapters and faculty development.
“Together, we are strengthening pathways to academic excellence, professional development and industry engagement,” said Donna Albano, chair of the ICHRIE Eta Sigma Delta Board of Governors.
U.S. holiday travel is down to 44 percent, led by Millennials and Gen Z.
Younger consumers are cost-conscious while older generations show steadier travel intent.
76 percent of Millennials are likely to use AI for travel recommendations.
NEARLY 44 PERCENT of U.S. consumers plan to travel during the 2025 holiday season, down from 46 percent last year, according to PwC. Millennials and Gen Z lead travel intent at 55 percent each, while Gen X sits at 39 percent and Baby Boomers at 26 percent.
PwC’s “Holiday Outlook 2025” survey found that among those not traveling, about half prefer to celebrate at home and cost concerns affect 43 percent, rising to 50 percent for Gen Z non-travelers. Visiting friends and relatives remains the main reason for holiday travel, cited by roughly 48 percent of those planning trips.
Younger consumers are more cost-conscious, while older generations show steadier travel intent. This split influences travel operators’ planning: younger travelers may require clear value, bundled perks and flexible options, whereas older travelers respond to reliability and convenience. Despite overall spending pressure, travel remains a key priority, reflecting its social and emotional importance during the holidays.
PwC surveyed 4,000 U.S. consumers from June 26 to July 9, with 1,000 each from Gen Z, Millennials, Gen X and Boomers, balanced by gender and region.
Generational spending patterns
Gen Z plans a 23 percent reduction in spending after last year’s 37 percent surge, while Boomers expect a 5 percent increase. Millennials are largely flat, down 1 percent and Gen X edges up 2 percent. Overall holiday spending is down 5 percent, with gift spending falling 11 percent, while travel and entertainment budgets remain stable, increasing 1 percent.
Households with children under 18 plan to spend more than twice as much as households without, averaging $2,349 compared to $1,089, highlighting the focus on family-centered experiences.
For travel and hospitality operators, these patterns suggest stronger conversion potential among older cohorts with steadier budgets and the need for clear value and cost transparency for younger travelers. Consumers are prioritizing experiences and togetherness over material gifts. Flexible fares, transparent pricing and bundled benefits such as Wi-Fi, breakfast, or late checkout can reinforce value and encourage bookings, especially among younger demographics. Gen Z’s pullback makes price-to-experience ratios decisive.
AI, timing and travel strategy
About 76 percent of Millennials say they are likely to use AI agents for recommendations, signaling a shift to “assistant-first” travel discovery. Operators must provide structured, AI-readable content, including route maps, fees, loyalty policies and inventory availability. Brands that do not may be invisible in AI-driven search and recommendation systems.
This year’s late Thanksgiving on Nov. 27 compresses the holiday booking window. Short-haul visiting-friends-and-relatives trips may see bunched reservations, increasing demand for early inventory visibility, simple cancellation policies and accurate last-minute availability. Operators should hold a portion of inventory for late bookings, streamline mobile checkouts and maintain flexible policies to capture last-minute travelers.
Strategies should be generationally targeted. Boomers and Gen X respond to comfort, reliability and multi-generational options, while Millennials and Gen Z require clear value and AI-optimized offers. Focusing on VFR travel through “home for the holidays” packages, flexible dates, partner transport and easy add-on nights can capture demand in key residential hubs.
Despite overall spending declines, travel remains a priority. Operators that deliver transparent value, AI-ready content and offers tailored to each generation can maintain bookings, convert last-minute demand and meet consumers’ evolving holiday expectations.
A TravelBoom Hotel Marketing report found that Americans continue to prioritize travel despite inflation and economic uncertainty, but with greater financial caution. About 74.5 percent plan a summer vacation and 17.5 percent are considering one, showing strong demand linked to careful budgeting.
Global hotel RevPAR is projected to grow 3 to 5 percent in 2025, JLL reports.
Hotel RevPAR rose 4 percent in 2024, with demand at 4.8 billion room nights.
London, New York and Tokyo are expected to lead investor interest in 2025.
GLOBAL HOTEL REVPAR is projected to grow 3 to 5 percent in 2025, with investment volume up 15 to 25 percent, driven by loan maturities, deferred capital spending and private equity fund expirations, according to JLL. Leisure travel is expected to decline as consumer savings tighten, while group, corporate and international travel increase, supporting RevPAR growth.
Major cities continue to attract strong demand and investor interest, particularly London, New York and Tokyo. APAC is likely to post the strongest growth, fueled by recovering Chinese travel, while urban markets remain poised for continued momentum.
Lifestyle hotels are emerging as the new “third place,” blending living, working and leisure. The trend is fueling expansion into branded residences and alternative accommodations. JLL said investors must weigh regional performance differences, asset types and lifestyle trends when evaluating opportunities.
Separately, a Hapi and Revinate survey found fragmented systems, inaccurate data and limited integration remain barriers for hotels seeking better data access to improve guest experience and revenue.
Fragmented systems, poor integration limit hotels’ data access, according to a survey.
Most hotel professionals use data daily but struggle to access it for revenue and operations.
AI and automation could provide dynamic pricing, personalization and efficiency.
FRAGMENTED SYSTEMS, INACCURATE information and limited integration remain barriers to hotels seeking better data access to improve guest experiences and revenue, according to a newly released survey. Although most hotel professionals use data daily, the survey found 49 percent struggle to access what they need for revenue and operational decisions.
“The Future of Hotel Data” report, published by hospitality data platform Hapi and direct booking platform Revinate, found that 40 percent of hoteliers cite disconnected systems as their biggest obstacle. Nearly one in five said poor data quality prevents personalization, limiting satisfaction, loyalty and upsell opportunities.
“Data is the foundation for every company, but most hotels still struggle to access and connect it effectively,” said Luis Segredo, Hapi’s cofounder and CEO. “This report shows there’s a clear path forward: integrate systems, improve data accuracy and embrace AI to unlock real-time insights. Hotels that can remove these technology barriers will operate more efficiently, drive loyalty, boost revenue and ultimately gain a competitive edge in a tight market.”
AI and automation could transform hospitality through dynamic pricing, real-time personalization and operational efficiency, but require standardized, integrated and reliable data to succeed, the report said.
Around 19 percent of respondents cited communication delays as a major issue, while 18 percent pointed to ineffective marketing, the survey found. About 10 percent reported challenges with enterprise initiatives and 15 percent said they struggled to understand guest needs. Nearly 46 percent identified CRM and loyalty systems as the top priority for data quality improvements, followed by sales and upselling at 17 percent, operations at 10 percent and customer service at 7 percent.
Meanwhile, hotels see opportunities in stronger CRM and loyalty systems, integrated platforms and AI, the report said. Priorities include improving data quality for personalized engagement, using integrated systems for real-time insights, applying AI for offers, marketing and service and leveraging dynamic pricing and automation to boost efficiency, conversion and profitability.
“Clean, connected data is the key to truly understanding the needs of guests, driving amazing marketing campaigns and delivering direct booking revenue,” said Bryson Koehler, Revinate's CEO. “Looking ahead, hotels that transform fragmented data into connected data systems will be able to leverage guest intelligence data and gain a significant advantage. With the right technology, they can personalize every interaction, shift share to direct channels and drive profitability in ways that weren’t possible before. The future belongs to hotels that harness their data to operate smarter, delight guests and grow revenue.”
In June, The State of Distribution 2025 reported a widening gap between technology potential and operational readiness, with many hotel teams still early in using AI and developing training, systems, and workflows.