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 OVER ONE year ago, Marriott International severed its support for AAHOA over the association’s 12 Points of Fair Franchising and support for franchise reform legislation in New Jersey. At AAHOA’s 35th Annual Convention & Trade Show this year in Orlando, Marriott came back, albeit with its status remaining unclear.
Also, AAHOA made alterations to the 12 Points aimed at providing more protection for members in the event of the franchiser’s acquisition by another company. Also at AAHOACON24, Miraj Patel became the youngest chairman in the history of the association, Pinal Patel became its new secretary and immediate Past Chairman Bharat Patel and AAHOA President & CEO Laura Lee Blake spoke on how the history of the association led to its success.
Marriott welcomed back
Bharat Patel first mentioned Marriott’s return during his speech in the general session. He was talking about the need for AAHOA to continue to support fair franchising to maintain a seat at the table with franchisers.
“We absolutely must work together with brands as close business partners, working together in a transparent, equitable and productive way,” Bharat said. “This also means we must continue making our voices heard. That's why I'm so encouraged that Marriott [International] made the decision to be part of our convention here this week.”
Later in the day, Liam Brown, Marriott’s group president for the U.S. and Canada took to the stage.
“I just really want to express my gratitude to the board for extending this invitation to me, it is an absolute honor to be here,” Brown said. “I have many friends in this community whose advice and wisdom and friendship I value immensely. As someone who has always valued the importance of community and collaboration, I'm genuinely happy to have the opportunity to engage with you all.”
Brown went on to discuss the close relationship Marriott, and he, had had with AAHOA in previous years.
“It has been a very mutually beneficial relationship. I was also the first Marriott executive to come and address on the main stage back in 2007, in San Antonio,” Brown said. “I had many conversations about how Marriott would participate and partner with AAHOA and he honored me with an opportunity to talk with you back then.”
Brown did not elaborate on Marriott’s exact status with AAHOA but implied that negotiations were still ongoing.
“I also want to emphasize that the door with Marriott is always open,” Brown said. “Like reasonable people, we may sometimes disagree, but we have far more in common than we have in conflict. Our shared values and aspirations provide a solid foundation for us to continue working together towards our mutual goals.”
Brown said there are many challenges in the hospitality business today.
“I really, really believe that by keeping the lines of communication open and leveraging our collective expertise, we can overcome these challenges together and be a real force for good in our industry,” Brown said. “We should be focused on ensuring the long-term success of this industry that has given all of us so much. We do that by talking to one another and engaging with one another.”
At a press conference with AAHOA officers during the convention, Bharat clarified that, in fact, AAHOA and Marriott are still in negotiations.
“Marriott wants to see show that there is a relationship still with AAHOA and we have some key differences,” Bharat said. “We're trying to work through those key differences and make sure that the two organizations are on a similar page moving forward. So, [Brown’s appearance] was his way of showing that look, Marriott here, we're engaging and we want our membership to know that they respect our membership. They need our membership.”
Inserting an escape clause
Part of the cause for Marriott’s original boycott of AAHOA, the 12 Points of Fair Franchising, underwent a revision recently, according to an announcement made during the convention. AAHOA’s board of directors added to Point 12: Sale of the Franchise System Hotel Brand(s) a best practices recommendation that each franchise agreement include a “change of control” clause to protect the franchisees in the event of a purchase, sale, acquisition or merger of one or more hotel brands between franchisers.
“Each time a franchisor has acquired one or more brand hotels of another franchisor, the hotelier Franchisees have been the most impacted,” the AAHOA statement said. “The franchisees generally have not been afforded an opportunity to exit their franchise agreements unless they pay high liquidated damages, sometimes costing hundreds of thousands of dollars or more, as mandated in their respective franchise agreements.”
A “change in control” clause would permit all franchisees to give 30 days’ prior written notice to voluntarily terminate their franchise agreements at any time within one year after a “change in control” event has been finalized.
“The revision of Point 12 speaks to the ongoing and ever-evolving landscape of hospitality mergers and acquisitions,” Bharat Patel said. “AAHOA takes great pride in educating and informing our members of best practices related to their franchise agreements, and updates to Point 12 showcase how the needs for AAHOA members continue to evolve in light of changing industry dynamics.”
Recently, AAHOA opposed Choice Hotels International’s failed effort to acquire Wyndham Hotels & Resorts based in part on a survey of members with properties in either or both franchises that found strong opposition to the proposed merger. Laura Lee Blake, AAHOA president and CEO, said the 12 Points aim to ensure fairness in the franchise/franchisee relationship.
“Revision of Point 12 underscores the fact that when mergers or acquisitions take place in our industry, they most notably affect hotel owners and franchisees,” Blake said. “It’s our hope that updates to Point 12 serve as clear-cut guidance for AAHOA member franchisees in the event of a purchase, sale, acquisition or merger of one or more hotel brands between franchisers.”
Peachtree recognized by Inc. and the Atlanta Business Chronicle.
Named to the 2025 Inc. 5000 list for the third year.
Chronicle’s Pacesetter Awards recognize metro Atlanta’s fastest-growing companies.
PEACHTREE GROUP ENTERED the 2025 Inc. 5000 list for the third consecutive year. The company also won the Atlanta Business Chronicle Pacesetter Awards as one of the city’s fastest-growing private companies.
The Inc. 5000 list provides a data-driven look at independent businesses with sustained success nationwide, while the Business Chronicle’s Pacesetter Awards recognize metro Atlanta’s fastest-growing privately held companies, Peachtree said in a statement.
“We are in the business of identifying and capitalizing on mispriced risk, and in today’s environment of disruption and dislocation, that has created strong tailwinds for our growth,” said Greg Friedman, managing principal and CEO. “These recognitions validate our ability to execute in complex markets, and we see significant opportunity ahead as we continue to scale our platform.”
The Atlanta-based investment firm, led by Friedman; Jatin Desai, managing principal and CFO and Mitul Patel, principal, oversees a diversified portfolio of more than $8 billion.
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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.