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.
OWNERS OF ECONOMY brand hotels may not always think about improving the appeal of their properties, and up until now their options for interior design have been limited. Alpa Patel discovered those limitations and four years ago it inspired her to do something about it.
She has created a company, Spaceez, that offers affordable design work to those owners to give them the option of upgrading their hotels into boutiques, allowing them to charge higher rates accordingly. Her inspiration comes from her efforts to help improve her parents’ Super 8 hotel where she grew up in Arlington, Texas.
“My dad was going to refresh the property because he hadn't touched it in a decade. I said Dad, do something nice with the lobby. He was just going to do the rooms,” Patel said. “The lobbies, it's a public space and people come if it looks nice photographs, nice. You could charge higher rates.”
She tried to find a designer for the job, but could not.
Spaceez uses a team of designers in India, trained to U.S. standards, along with a junior designer stateside to create affordable designs, company founder Alpa Patel said.
“I couldn't find an affordable designer that would want to take on a small lobby project for a Super Eight,” she said. “Then I realized that half the hotels in America are economy and they don't have access to design. I found out that close to 450,000 hotels in America and around the world don't have access to design. I saw that as a big opportunity to use technology to do it in a scalable fashion and help these owners in my community.”
She raised $150,000 from Lawrence Armstrong, the then CEO of design firm, Ware Malcomb and began Spaceez in 2018. Now, her mission is to help other economy hotel owners realize their properties’ potential.
Realizing their potential
“[Some owners] have no idea how valuable their properties could be if they reposition them as boutique hotels, because people are dropping three to $500 on some locations,” Patel said.
As an example, Patel points to two women she interviewed for a free lance article she wrote who owned a small hotel in a wine region near Toronto, Canada.
“They took a 16-room motel, open six months out of the year and they turned it, with a small budget, into this hip, cool little boutique hotel. And guess how much they charge, $350 a night,” she said. “These girls have shown us that an old, dingy motel can be turned around and be selling for $400 a night with a two-night minimum in a nice leisure market.”
It’s particularly important to Patel that she bring her knowledge of design to the rest of the Asian American hotelier community.
“This community of Patel owners, they're all over the country, in good markets, not so good markets, great markets,” she said. “The Gujarati community, they drag their feet when it comes to renovation, but [in one hotel] I put up $400 and refreshed the artwork, the amenities and the bed. And I was able to raise the rate 20 percent and spent $400 in the rooms.”
Keeping it affordable
One key to Spaceez’s success in that mission is to keep its work affordable. One way she does that is to keep her labor costs down.
“We have a team in India. We have a junior designer here who gets all the requirements, but all the actual design work happens in India,” she said. “We train them to the U.S. standards, the U.S. requirements. We can make it affordable because with [design] firms here, you can't afford design for an economy motel. They won't even talk to you.”
A before and after comparison of a complementary design rendering by Alpa Patel’s Spaceez. Owners can request the complementary rendering on Spaceez’s website, and Patel said 50 to 60 percent of the recipients engage the company for more work.
Patel said she has served more than 30 clients since founding Spaceez. Lately she has been providing complementary design renderings to attract new business. She’s completed about 80 in the last two months, with 50 to 60 percent of the recipients engaging the company for more work. The complementary renderings can be requested on the Spaceez website.
“I'll give them the rendering and then the design for $1,200. It's a small bite of the apple. Improve the exterior and it makes a big impact, and you get excited, now you're going to do more,” she said. “And you're going to grow the rates easily because when you have a nice looking property from the outside, and you take a picture and you put it online, people will go ‘Oh, that's a cool mural. That's a hip cool place, we should go check it out.”
Spaceez offers a set of standard designs or bespoke ideas, but Patel said her customers are happy with either.
“They love our prototype design because it's boutique. It's not cookie cutter. You change the colors, the finishes, the fabric, it's like a different room,” she said. “See we don't make you buy the same artwork for every single hotel. If you're in the wine country, put wine inspired artwork. If you're in the national parks, put the mountain that inspired. If you're in coastal make it coastal inspired, but still within the brand guidelines. Everybody's trying to go more boutique now. Everybody's trying to push their soft brands now because that's what the market wants.”
Her designs work with brand standards, Patel said, because the brands are more concerned with rooms and Spaceez designs are for common spaces. Also, large companies such as Sonesta, which now owns Red Lion Hotels, Wyndham Hotels & Resorts and Best Western are focusing on boutique soft brands.
“Brands love us,” Patel said.
Bringing out the hidden boutique
Patel said the design she provides to each hotel depends on the property’s surroundings, but there are some commonalities as well. For example, she focuses on making use of F&B options and elements such as outdoor firepits to create a space guests will enjoy.
“When we do the independents, we try to put in a lobby bar. Turn the registration counter into a little bar. And if it's a small lobby, just serve canned beer, and wine, or just sell beer and wine is a source of revenue,” Patel said. “If you have a patio outside, you can put music out there and people will go hang out there and drink, maybe they can order Uber Eats.”
Instead of coffee makers and microwaves in the rooms, Patel recommends just serving very good coffee in the lobby so guests can mingle. It’s new ideas she offers, and they find more acceptance among the younger hotel owners.
An example of an America’s Best Value Inn lobby design by Spaceez.
“My community needs some educating on how to do all of this stuff,” she said. “The second-generation hoteliers are the ones that are coming to me.”
For example, recently she received a call from an owner who was taking over his parents’ hotel, a Days Inn, in Texas.
“The guy's like yeah, my parents are running it and I'm taking over but I don't want to run this Days Inn like this. I want it to be cool and nice and hip,” she said. “I went there to help him get good ideas on the exterior. He has a massive, massive outdoor pool, patio area. So, I said put your money here and keep the Days Inn prototype, I’ll still increase your rates. I'll give it a boutique look even with the Days Inn prototype room package.”
Finding the beach element
Another one of Spaceez’s customers, Hiren Patel in Belmont Shore, California, brought an extensive project to the company two years ago. He needed to breathe new life into his independent property, the Belmont Shore Inn.
Hiren Patel in Belmont Shore, California, commissioned Spaceez two years ago to breathe new life into his independent property, the Belmont Shore Inn.
“When we took over the hotel, it was really rundown. We tried to run the place as is, in the condition that we got it, but it was too bad for us to run the way we wanted,” Hiren said. “We had a vision to remodel it, but we didn't have a direction on how to proceed and how to incorporate the beach elements in the hotel. Then I got in contact with Alpa and then she found a designer to match the location.”
Now the work is mostly done at the 14-room hotel near Long Beach using a designer from Malibu. Some outdoor elements remain, Hiren said, such as a gate for security reasons.
“I think we came out with flying colors. The numbers that we saw were very good. And we almost tripled our business,” Hiren said. “Even during the pandemic we still did 50 percent occupancy.”
Operating from a place of abundance
March is Women’s History Month, and Alpa said women in the hospitality industry, such as her, offer a unique perspective to the male dominated business. As an example, she pointed to her participation in a business accelerator program sponsored by a larger design firm, AvroKO, that was organized by one of the company’s founding partners, Kristina O’Neal.
“Can you imagine, a design firm taking another design firm in,” Alpa said. “This woman didn't see me as a competitor because we operate from a place of abundance. There's plenty to go around. We don't have to operate from scarcity. And women can more easily tap into that, I think.”
Women are definitely making major strides and making the industry better, she said.
“But maybe 10 percent or less ownership of hotels is by women,” she said. “We need a big push for women to go into ownership.”
Marriott International ended Q2 with a record pipeline of about 3,900 properties and more than 590,000 rooms.
Global RevPAR rose 1.5 percent, including a 5.3 percent gain in international markets.
Net income slipped 1 percent to $763 million; 17,300 net rooms were added.
MARRIOTT INTERNATIONAL’S GROWTH continued in the second quarter, according to the company’s recent earnings report. Along with its active pipeline, the company saw rising revenue and launched a new brand.
Marriott’s global development pipeline stood at approximately 3,900 properties with more than 590,000 rooms at the end of the second quarter. The company added about 17,300 net rooms, signed nearly 32,000 and reported more than 70 percent of signings and 8,500 of added rooms in international markets.
“Marriott delivered another solid quarter, highlighted by strong financial results and robust net rooms growth despite heightened macro-economic uncertainty,” said Anthony Capuano, Marriott president and CEO. “Global RevPAR increased 1.5 percent in the second quarter, primarily driven by the leisure segment. International RevPAR rose more than 5 percent, with strong growth in APEC and EMEA. In the U.S. and Canada, RevPAR was flat year over year with continued strength in the luxury segment offset by a decline in select-service demand, largely reflecting reduced government travel and weaker business transient demand. Adjusting for the Easter holiday shift, U.S. and Canada RevPAR increased by nearly 1 percent.”
Base management and franchise fees rose nearly 5 percent to $1.2 billion, driven by RevPAR growth, room additions and co-branded credit card fees, the statement said. Reported operating income increased to $1.236 billion from $1.195 billion, while net income declined 1 percent to $763 million. Reported diluted earnings per share were $2.78, up from $2.69.
Adjusted operating income rose to $1.186 billion from $1.120 billion, Marriott said. Adjusted net income increased to $728 million from $716 million and adjusted diluted EPS rose to $2.65 from $2.50. Adjusted EBITDA grew 7 percent to $1.415 billion.
Pipeline and brands
Marriott added about 17,300 net rooms in the quarter, including over 8,500 internationally, bringing its global system to more than 9,600 properties and around 1.736 million rooms. It signed nearly 32,000 rooms, over 70 percent in international markets. Conversions made up about 30 percent of signings and openings in the first half. Full-year net rooms growth is expected to approach 5 percent.
Marriott Bonvoy membership also reached nearly 248 million by the end of June, the statement said.
“Development activity remained robust,” Capuano said. “We signed nearly 32,000 rooms, more than 70 percent of which were in international markets, and our quarter-end pipeline stood at a record of more than 590,000 rooms. Conversions continued to be a key driver of growth, representing approximately 30 percent of our room signings and openings in the first half of this year. We still expect full year net rooms growth to approach 5 percent this year.”
The development pipeline included 3,858 properties and more than 590,000 rooms, with 234 properties and over 37,000 rooms approved but not yet under contract, the statement said. The pipeline included 1,447 properties with more than 238,000 rooms under construction or conversion. Over half of the pipeline rooms were outside the U.S. and Canada.
The company launched Series by Marriott, a regional collection brand for midscale and upscale segments, and announced its first agreement to affiliate India’s Fern portfolio. Marriott also completed the acquisition of citizenM. However, the citizenM and Series by Marriott additions were not included in the pipeline total.
Capuano said both brands are expected to support international expansion.
2025 outlook
Marriott’s outlook assumes no major shifts in macroeconomic conditions. The company expects RevPAR to be flat to up 1 percent in the third quarter of 2025 and grow 1.5 to 2.5 percent for the full year. Net rooms growth is projected to approach 5 percent in 2025.
Gross fee revenues are expected to total $1.310 billion to $1.325 billion in the third quarter and $5.365 billion to $5.420 billion for the year. Adjusted EBITDA is forecast at $1.288 billion to $1.318 billion for the third quarter and $5.310 billion to $5.395 billion for the full year.
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OYO added more than 150 U.S. hotels in early 2025 and plans 150 more by year-end.
Ten additions have more than 100 rooms, reflecting a focus on high-inventory properties.
It is targeting urban and suburban markets in the Sun Belt and Great Lakes regions.
HOSPITALITY TECHNOLOGY COMPANY OYO added more than 150 hotels to its U.S. portfolio in the first half of 2025 and plans to add 150 more by year-end. The additions span Texas, Virginia, Georgia, Mississippi, California, Michigan and Illinois.
The company is focusing on high-inventory properties and has added 10 with more than 100 rooms, OYO U.S. said in a statement.
“2025 is shaping up to be a busy year for all of us at OYO,” said Nikhil Heda, head of development, OYO U.S. “We’re helping hotel owners drive revenue and improve operations through our technology. Our growing portfolio gives travelers more options, and momentum on our direct channels shows OYO is becoming a trusted brand for new and returning guests.”
Recent additions include the 400-room Palette Sunset Waves Resort in Myrtle Beach, the 130-room Capital O Kings Inn in Memphis, the 130-room Travellers Inn by OYO in Douglas, Georgia, and the 140-room Jackson Hotel and Convention Center in Jackson, Tennessee. All were previously independent hotels.
The company is exploring urban and suburban markets across the Sun Belt and Great Lakes regions, targeting areas with high demand and growth potential, the statement said.
OYO CEO Ritesh Agarwal, who also chairs G6 Hospitality, the parent of Motel 6 and Studio 6, recently launched a contest to rename Oravel Stays, offering a $3,500 prize.
Choice launched two campaigns to boost bookings across its four extended-stay brands.
Based on guest feedback, the campaigns focus on efficiency, cleanliness, value and flexibility.
They will run through 2026 across social media, Connected TV, digital display and online video.
CHOICE HOTELS INTERNATIONAL launched two marketing campaigns to increase brand awareness and bookings across its four extended-stay brands. The "Stay in Your Rhythm" campaign promotes all four brands by showing how guests can maintain daily routines, while "The WoodSpring Way" highlights the service WoodSpring Suites staff provide.
The company has more than 550 extended-stay locations open, 51 under construction and more than 350 in the pipeline under Everhome Suites, MainStay Suites, Suburban Studios and WoodSpring Suites, Choice said in a statement.
"As leaders in the extended stay segment, Choice Hotels has long understood that this category is unlike any other in the hospitality industry, defined by distinct guest expectations that we continuously strive to exceed," said Noha Abdalla, Choice’s chief marketing officer. "These first-of-their-kind campaigns reflect our deep understanding of why people stay longer — from work assignments and relocations to life transitions and personal journeys. No matter the reason, we know our guests aren't looking to escape their routines; they're looking to maintain them. That's why we take pride in our unique position to offer what matters most: consistency, comfort and connection."
Both campaigns are based on research and guest feedback showing travelers prioritize efficiency, cleanliness, value and flexibility, the statement said. They will run through the rest of the year and into 2026 across paid social media, Connected TV, digital display and online video.
The "Stay in Your Rhythm" campaign shows how Choice's extended-stay brands support routines with in-room kitchens, laundry, fitness centers and pet-friendly options, Choice said. It focuses on daily habits like making coffee, cooking, walking the dog, or exercising.
"The WoodSpring Way" highlights how property teams support guests by providing home-like conveniences, the company said. General managers in Chicago, Denver, Atlanta and Orlando are featured for creating a consistent guest experience and welcoming all guests, including pets.
"We've designed our extended stay properties to ensure we provide guests with everything they need when circumstances take them away from home for weeks at a time," said Matt McElhare, Choice's vice president for extended stay brands. "Through the launch of our campaigns, we aim to educate the growing population of extended stay travelers on how our brands offer the best value in the industry, while also highlighting the culture of our flagship brand, WoodSpring Suites, which has consistently set the standard for guest satisfaction in the segment. We're especially thankful to our owners and management company teams who help build and sustain this culture on property, consistently delivering a great guest experience."
U.S. hotels increased background checks by 36 percent in early 2025.
The trend follows President Trump’s immigration policies impacting seasonal labor.
Immigrants making up a third of the travel workforce.
U.S. HOTEL HIRING managers requested 36 percent more background checks in the first half of 2025 compared with the same period last year, according to Hireology. The move follows President Donald Trump’s immigration crackdown and proposed visa fee hikes affecting seasonal labor.
Trump sought to end temporary legal status for hundreds of thousands of migrants in the U.S.and vowed to deport millions of undocumented people in the country, Reuters reported. Hireology said in a blog post that background checks were a cornerstone of any effective hiring strategy.
"They ensure that candidates meet the qualifications for the role, protect your organization from potential risks and help you build a safe, compliant, and high-performing workforce,” the hiring platform said. “Negligent hiring can have serious consequences, from legal liabilities to reputational damage.”
At least one-third of workers employed or supported by the U.S. travel industry are immigrants, according to the U.S. Travel Association. Meanwhile, hotels directly employed more than 2.15 million people in 2024, according to the American Hotel and Lodging Association.
Total hires across 1,000 hotels rose by 22 percent, reaching more than 8,000 workers, Reuters reported, citing Hireology report.
Increases in the most in-demand roles such as front desk associates, housekeepers and cooks were flat or grew slightly year-over-year. About 34 percent of housekeepers and 24 percent of cooks are foreign-born, according to 2023 data from the U.S. Census Bureau and Tourism Economics.
A $250 Visa Integrity Fee in Trump’s Big Beautiful Bill is drawing criticism from groups that rely on J-1 and other seasonal worker visas, who warn the sometimes-refundable charge could shrink the summer workforce supporting U.S. beach towns and resorts.
AHLA Foundation held its No Room for Trafficking Summit and announced Survivor Fund grantees.
The summit featured expert panels and sessions on survivor employment and trafficking prevention.
Since 2023, the program has awarded more than $2.35 million to 27 organizations.
AHLA FOUNDATION RECENTLY held its annual “No Room for Trafficking Summit” to advance practices and reinforce the industry's commitment to addressing human trafficking through collaboration, education and survivor support. It also announced the 2025–2026 NRFT Survivor Fund grants, which support organizations providing services and resources for survivors.
The event aligned with the United Nations World Day Against Trafficking in Persons on July 30 and convened survivors, experts and industry leaders, AHLA Foundation said in a statement.
"For years, the No Room for Trafficking initiative has leveraged our resources to unite the hotel industry against human trafficking,” said Kevin Carey, AHLA Foundation president & CEO. “The NRFT Summit serves as a powerful call-to-action, bringing together the industry and our partners to strengthen our commitment and drive meaningful change.”
The NRFT Survivor Fund supports community-based anti-trafficking organizations and initiatives, the statement said. Since 2023, it has awarded more than $2.35 million to 27 organizations nationwide.
This year’s grantees include two survivor-founded groups and others focused on prevention and survivor support, including:
3Strands Global Coalition to Abolish Slavery & Trafficking
Empowered Network
Hoola Na Pua
New Friends New Life
Rebecca Bender Initiative
Restore NYC
Safety Compass
Salt & Light Coalition
UMD Safe Center
Wellspring Living
"The organizations supported through the No Room for Trafficking Survivor Fund are doing essential work to prevent human trafficking and support survivors," said Joan Bottarini, chief financial officer at Hyatt and chair of the NRFT Advisory Council. "Their expertise—especially the voices of those with lived experience—continues to shape how our industry engages as part of the solution to this global issue.”
The NRFT Advisory Council and Survivor Fund supporting companies include Aimbridge, Choice Hotels, Extended Stay America, Hilton Global Foundation, Hyatt Hotels Foundation, IHG Hotels & Resorts, The J. Willard and Alice S. Marriott Foundation, Marriott International, Real Hospitality Group, Red Roof, Sonesta, Summit Foundation, Vision Hospitality Group and Wyndham Hotels & Resorts.
The summit included keynotes and panels featuring lived experience experts on survivor employment and sessions with vendors and industry stakeholders on trafficking prevention.
In July 2024, AHLA Foundation granted $1 million to eight community-based organizations through the Survivor Fund at the third annual NRFT Summit.