Insights Type: Articles

How AI is Changing the Hospitality Customer Journey

The hospitality industry is entering a new era of digital transformation. By the end of 2026, Milestone’s research across more than 3,500 websites predicts that half of all search traffic will f low through AI engines such as ChatGPT, Google AI Overviews, Bing Copilot, and Perplexity.

This represents a fundamental change in how guests discover and evaluate hotels. Instead of browsing through dozens of links, travelers will increasingly expect direct, conversational responses that provide recommendations, itineraries, and booking options.

For hotel executives, the implications are clear:

  • Traditional SEO is no longer sufficient. Visibility in AI-powered search is essential.
  • Guest expectations are rising. Personalization, instant answers, and seamless booking are now baseline requirements.
  • The entire customer journey must be reimagined. From discovery to purchase, hotels need AI-native platforms that automate and personalize interactions.

This eBook provides a roadmap for hoteliers to future-proof their digital strategies

Read the full report here: ebook-how-ai-is-changing-hospitality-customer-journey

Beyond Bookings: Marketing That Moves the Revenue Needle

Lerah Foreman, Regional Digital Manager,  Atrium Hospitality, Rising Marketing Leader Council Member 

Marketing does not move the needle on its own, and that idea shaped a thoughtful Rising Marketing Leader Council conversation that I led about how marketers, revenue managers, and sales teams can work in sync rather than in parallel. We began by naming the places where work naturally overlaps, from booking windows that inform campaigns to rates that invite debate to packages that only succeed when both sides design them together. Several voices described two practical buckets for effort, one for initiatives that drive revenue and another for visibility or PR, and the group kept returning to a simple translation rule, revenue brings the data on where and when guests book while marketing humanizes those room nights by describing who the guest is and why the stay matters. 

From there the discussion moved into alignment in daily practice, with weekly commercial calls cited as a helpful forum when they focus on what revenue is trying to move and what story marketing can credibly tell. Trust strengthens when marketing asks first what to target and builds around that guidance rather than launching creative that fills dates already forecasted. Sales belongs at the table as well, since tension around rate is common, and coordinated timing helps avoid discounting for its own sake while still landing groups that fit the hotel’s goals. 

Language and cadence matter, and several people emphasized the value of speaking in numbers and reporting clearly on packages and promotions so a numbers first audience can follow the impact. Portfolio marketers noted a recurring gap when they meet properties monthly and hear about new packages only after launch, which leaves social and paid channels scrambling; earlier invitations and quarterly planning calendars give everyone enough time to line up sell periods and stay dates that match need periods. Practical tools came up often, including a short Monday form that keeps marketing and revenue aligned in under ten minutes and a habit of sitting with pickup reports together so trends in the data can become targeting, pacing, and sell windows that make sense. 

The group acknowledged that marketing KPIs can sound soft to revenue, especially when awareness work is measured by impressions, and several offered a straightforward response, pair awareness tactics with honest expectations, explain decoy offers that draw clicks while nudging guests to the real offer, and, when possible, show ROI or ROAS alongside the on the books views from the systems revenue trusts. Another theme was shared definitions of success, since marketers often count booked revenue that stretches into future months while revenue tracks forecast against budget for the current month; teams are closing the gap by agreeing on mutual KPIs and by using the same dashboards to check whether a campaign actually moved the periods that needed help. 

A final habit tied the conversation together, try ideas, learn quickly, and move on. Teams described a culture of testing local packages, accepting that some will not land, and treating fast learning as progress. When marketing, revenue, and sales approach the work as a united front, the strategy conversations get easier, the plans feel earlier and clearer, and the results are easier to sustain. 

Five Takeaways 

  • Overlap is natural: booking windows, rates, and packages are shared ground where collaboration pays off. 
  • Ask first, then create: trust grows when marketing begins with revenue’s priorities and builds campaigns to support them. 
  • Speak their language: framing results in numbers and tying campaigns to on-the-books performance builds credibility. 
  • Plan ahead together: shared calendars, short weekly check-ins, and early invites prevent last-minute “fire drill” campaigns. 
  • Fail fast, move on: testing and learning quickly is more valuable than holding on to campaigns that do not deliver. 

Read More: 

Discussion Questions for Your Team 

  • How can hotel marketers and revenue managers better align when one is focused on campaign ROI and visibility while the other is focused on pricing and forecasting demand? 
  • What does true collaboration between marketing and revenue management look like in practice and what is holding it back? 

 

signal vs noise

Signal vs. Noise: What Revenue Leaders Said When We Put the Question on the Table

Daniel McGarry, Regional Director of Revenue Management, Stonebridge, Rising Revenue Optimization Leader Council Member 

At a Rising Revenue Optimization Leader Council meeting, I opened our discussion with a simple background. A signal is a meaningful, actionable insight while noise is distraction or a false flag. With so much political and economic uncertainty, even seasoned teams feel that separation is getting harder. So, we asked ourselves: What data do you trust? What data do you ignore? And how do you decide fast enough to matter? 

Breakouts came back with a consistent baseline: start with your own house. Short-term pickup, on-the-books, and YOY internal comps earned the most trust. External context (like STR) still helps, especially when you diversify beyond a single comp set and compare notes with peers, but the group stressed reading it through your market reality. Several leaders cautioned against treating any one dataset as gospel; numbers carry bias if we don’t interrogate why a result looks the way it does. 

One comment that stuck with everyone: “Noise changes based on what you intend to use it for.” The same datapoint can be a signal through one lens and noise through another. That idea threaded through the rest of the hour. 

On tools, the mood was pragmatic. It’s not just “too many tools” versus “too few interpreters,” it’s whether we’re deriving value from what we already own. Some teams are streamlining tech stacks; others are investing in training so people can interpret outputs, not just surface them. There was curiosity about where AI is headed. If an “analyst” layer can sift multiple sources and surface only what matters, speed becomes the differentiator. The group agreed that reacting to your own benchmarks first often wins over chasing competitors. 

A clear theme on strategy was that without KPIs, you can’t tell signal from noise. If you don’t know what you’re optimizing for, nothing is actionable. That clarity also matters when “managing up.” Executives don’t always have time for the full story. They want the two or three things that matter now then habitual follow-up to close the loop once a hypothesis proves out (or doesn’t). Roll-ups can blur the picture and sometimes a portfolio trend looks soft while individual markets are healthy. Knowing when to break the data apart came up as a core leadership skill, as well as how to explain that succinctly. 

We ended with a couple of candid admissions. Many of us have “noisy” reports we tolerate each budget cycle (CRM rollups for whole regions were a repeat offender), and more than one person admitted to over-analyzing now that dashboards are slick and infinite. 

Further Reading 

Questions for Discussion  

  • What data do you always trust when making a decision?
  • Have you ever made a bad call following the wrong data?
  • What is your personal signal detector—instincts, trends, and tools?
  • Does noise get louder when your strategy is unclear?
  • FC vs. actuals: is the variance a signal or noise, and how do you define it? 
  • Does AI/automation help filter signals, or create more noise? 

Artificial Hospitality

Jacob Alcala, Event Manager, Grand Wailea Maui, A Waldorf Astoria Resort, Rising Sales Leader Council  

AI has become one of the hottest topics in hospitality. It promises efficiency but raises tough questions about the guest experience, job roles, and trust. When leaders met earlier this year we split into operations and sales breakouts to debate where AI helps and where it might hurt. Here are the key takeaways. 

  1. Kiosks could help with check-in
    Some liked the airline style model with kiosks and a roaming teammate. Others worried it would take away from the curated experience guests expect. The group agreed that kiosks could help overcome language barriers and might free staff for higher value work. 
  1. The front desk might be repurposed, not removed
    Instead of eliminating jobs, AI could shift roles. If kiosks handle routine arrivals, staff could focus on analysis and service that deepen loyalty. 
  1. AI is fast but not always trustworthy in sales
    Lead response time is critical, and AI can generate quick templates and emails. The danger is overreliance. Too much automation risks losing the personal brand that wins clients. 
  1. Personal connections still close deals
    A story from Grand Wailea proved the point. A long-term sales leader is so trusted that clients book site visits just to work with her. AI cannot replace that human bond. 
  1. Balance is everything
    The consensus was that AI should take on routine tasks so people can focus on empathy, creativity, and relationships. Hospitality is still a human business. 

Read More:  

Discussion Questions for Your Team 

  • What would it look like if our hotel adopted an airline style kiosk for check in? How might that change the role of the front office? 
  • If we introduced more automation at the front desk would it improve productivity or weaken the guest experience? 
  • Where is the line between using AI to speed up lead responses and maintaining the trust that comes from a personal reply? 
  • How could AI take routine tasks off our plate so our team can spend more time on empathy and high value interactions? 

Finding Opportunity in Shifting Travel Demand

Laura Walters, Area Director of Revenue Strategy, Dragonfly Strategists, Rising Revenue Optimization Leader Council Member  

When rising revenue leaders met earlier this year, I led a conversation centered on uncertainty. Travel patterns were shifting in ways that felt unpredictable, and revenue leaders were working to make sense of cancellations, shortened booking windows, and new risks tied to fluctuating policy. 

In breakouts, one group talked about international travelers pulling back from the United States. Cancellations from Canada were a recurring theme, with some reporting up to a 40% decline in demand. Others noted downturns from China, Mexico, and Brazil while seeing stronger bookings from the UK and Europe. The outlook varied, but there was agreement that international business was no longer reliable in the same way it had been. 

Domestic travel was also a focus. RLC members shared how weather disruptions and political sentiment were contributing to shorter booking windows. Some suggested exchange rates could have as much influence on cross border travel as tariffs, with creative responses like discounting to offset the gap for Canadian visitors. 

Government travel added another layer of complexity. Participants reported groups canceling or scaling back blocks, new contract clauses requiring legal review, and questions about whether per diem rates would shift. These changes were driving up costs and making it harder to forecast group business with confidence. 

Many connected the current environment to the early recovery years after Covid. The lesson then still seems relevant: hotels must be scrappy, willing to pivot, and open to new markets when old ones slow down. The group reflected on how quickly strategies that worked for several years can stop working, and how important it is to adjust. 

The conversation closed with a reminder that these issues are ongoing. Tariffs may ease, exchange rates may stabilize, and forecasts may adjust, but uncertainty will remain. Leaders agreed that success this year depends on watching signals closely, responding quickly, and being ready to adapt each day. 

Read more:  

What’s In It For Me? Navigating Change in Revenue Strategy Transformation

By Rachel Kremnitzer, Senior Manager – Project & Change Management, Hilton, Rising Revenue Optimization Leader Council  

The hospitality industry is evolving quickly as guest expectations shift, digital tools advance, and economic pressures shape demand. For revenue leaders, success depends on more than adopting new systems. It requires guiding people through change in a way that balances immediate performance with long-term transformation. The following reflections grew out of a recent Rising Leader discussion I facilitated, where participants shared perspectives on navigating change. 

Resistance to new processes, stakeholder complexity, integration challenges, and limited training time are frequent obstacles. Proving ROI can be equally difficult in unpredictable markets. Addressing these barriers calls for intentional communication, clear benefits for each role, and trust in both the data and the process. 

Change management works best when leaders: 

  1. Keep messaging concise 
  1. Emphasize “what’s in it for me” 
  1. Provide training that fits busy schedules 
  1. Demonstrate value through pilots and early wins 
  1. Align KPIs between commercial and property teams 
  1. Balance short- and long-term goals with 30/60/90-day planning 
  1. Protect time for learning and adoption of new technology 

Ultimately, revenue transformation succeeds when leaders treat change as a people strategy supported by technology. 

Further Reading 

 

Questions for your team:  

  • What are the biggest barriers in adopting new revenue tools or systems? 
  • How can you ensure both commercial and on-property teams understand and embrace change? 
  • How do you balance short-term revenue targets with long-term transformation goals? 
  • How has automation or AI impacted your strategy, and how did you manage that change? 

 

Experience What’s Next in Hospitality at The Hospitality Show

The hospitality industry is evolving quickly, and leaders are seeking fresh ideas, smarter solutions, and stronger partnerships to stay ahead. That’s exactly what you’ll find at The Hospitality Show 2025, taking place this October 26-28 in Denver. 

Designed for hospitality leaders navigating today’s challenges and tomorrow’s opportunities, The Hospitality Show brings together 5,000+ attendees, including owners, operators, general managers, brand leaders, and innovators from every corner of the industry. Over three days, participants will gain access to: 

  • 70+ industry-leading speakers delivering actionable insights on trends, technology, workforce, and profitability. 
  • 400+ vendors and solution providers showcasing the latest products and innovations to elevate guest experiences, streamline operations, and drive growth. 
  • 13+ hours of dedicated networking opportunities, from curated 1:1 meetings to lively receptions, ensuring you leave with new ideas and new connections. 
  • Three dynamic conference stages with content tailored to today’s most pressing challenges and tomorrow’s opportunities. 

HSMAI Spotlight: Don’t miss HSMAI President & CEO Brian Hicks live from the trade show floor on Tuesday, 2:50–3:20 p.m. on the Education Stage. He’ll be joined with partners from Revinate for the session, “HSMAI Presents: Beyond the Room: Unlocking Ancillary Revenue That Actually Delivers,” exploring strategies to maximize profitability by tapping into revenue streams beyond guest rooms — a must-see for commercial strategy leaders. 

Whether you’re looking to explore cutting-edge tools, connect with peers, or hear from thought leaders reshaping the industry, The Hospitality Show is designed to accelerate your path forward. 

As an HSMAI member, you’ll receive an exclusive $100 discount on registration with code HSMAI100. 

Register today: thehospitalityshow.com! 

The Hospitality Show Room Block closes September 30 – reserve your room now.  

 

Leading Well: What a Simple Wellness Assessment Reveals

Jamie Malloy, CMP, CHSL, Executive Director of Sales at Bellagio, HSMAI Sales Advisory Board Member   

I facilitated a recent HSMAI Sales Advisory Board meeting on a topic I’m passionate about, wellness. We began with a simple wellness self-assessment that covered five domains including emotional wellness, mental clarity, physical wellness, connection and belonging, and joy and fulfillment. This sparked candid reflection about how leaders care for themselves and their teams. 

5 Takeaways from the Conversation 

  1. Mental clarity is often the lowest score.
    Several leaders admitted they overschedule, struggle to use stress-management tools they already have and rarely take breaks. As one participant put it: “My biggest enemy is my calendar.”
  2. Belonging is fragile but powerful.
    People often stay for the community you create. That’s a compliment and a responsibility, especially when you’re also making tough calls and when teams face turnover or change.
  3. Joy and fulfillment can’t be an afterthought.
    Leaders noted their teams often lack hope or purpose outside of work. Small rituals like starting meetings with coloring, ending with kudos, or sharing “one thing that went right” shifted energy and strengthened morale.
  4. Physical wellness is the easiest lever and the easiest to ignore.
    Hydration, exercise, and sleep repeatedly surfaced. Some leaders use reminders to drink water, others step out for midday workouts, and many admitted that sleep is neglected but critical.
  5. Saying no and letting go of perfection.
    Women especially shared the challenge of overcommitting and offering excuses instead of a simple “no.” Others highlighted the importance of delegation and accepting that tasks done differently are not necessarily wrong.

Micro-Practices to Try 

From the discussion, here are small, practical steps leaders are taking or encouraging on their teams: 

  • Take intentional breaks. Even 15 minutes to walk, read, or stretch resets energy. 
  • Protect personal space. Schedule evenings off before or after busy days to recharge. 
  • Bring play into work. Coloring, kudos rounds, or sharing small wins boost joy. 
  • Prioritize basics. Sleep, hydration, and movement are foundational to energy and clarity. 
  • Model boundaries. Say “no” without long explanations and encourage others to do the same. 
  • Normalize wellness check-ins. Ask about emotional or physical well-being in 1:1s, not just work tasks. 
  • Lead by example. Use wellness spaces or breaks yourself so teams see it as acceptable. 

The conversation closed with a reminder: leaders set the tone. “Our physical bodies are always telling us how we’re doing emotionally,” one noted. By showing vulnerability, protecting wellness, and celebrating small moments, leaders not only care for themselves but also create safer, healthier spaces for their teams to thrive. 

Assessment:  

Questions to consider: 

  1. Insights from the Assessment – did any domain surprise you? 
  1. Where did you score the lowest, and what small shift could make a difference?  
  1. What are you noticing from your teams around stress, burnout, disengagement? 
  1. How do you see your own wellness directly impacting your team’s wellness and morale?  
  1. Have you started to weave mental health into your one-on-ones? How can we embed “wellness check-ins” more? 
  1. What resources, outside of the norm, are you offering? 
  1. If you had to introduce one new wellness initiative this year that supports both leaders and staff, what would it be? 

HSMAI Foundation Announces 2025 Mike Dimond Student Career Success Grant Recipients

The Hospitality Sales & Marketing Association International Foundation is proud to announce  Reem Alaqili, Juliette van der Ham, Margaret Thompson, and Libby Warden as the recipients of the 2025 Mike Dimond Student Career Success Grant. This prestigious program supports the development opportunities available to hospitality students interested in careers in commercial strategy. The grant provides aspiring professionals with financial support, access to industry thought leadership, and a dedicated mentorship experience with a seasoned executive.

Reem Alaqili is a fourth-year international student studying hospitality management at The Pennsylvania State University. She serves as president of the National Society of Minorities in Hospitality (NSMH) and as secretary of Penn State’s HSMAI Collegiate Chapter, where she first stepped into leadership as public relations chair. Reem has completed two internships with Marriott Vacations Worldwide, gaining front desk experience while shadowing sales operations and strengthening her expertise in guest service and sales. Passionate about hospitality sales and marketing, she has actively pursued leadership, service, and professional development opportunities to grow her skills. She aspires to build a career in hospitality sales and marketing, bringing an international perspective and a strong drive for success to the industry.

Margaret Thompson recently graduated from Boston University with a bachelor’s degree in hospitality administration, concentrating in event management and marketing. She will begin pursuing a master’s degree in global hospitality management at New York University this fall. During her undergraduate career, Margaret built a strong foundation in event planning, marketing strategy, and hospitality leadership, which she now looks forward to expanding through graduate study. A dedicated member of HSMAI, she is eager to continue her involvement with the organization and to build a successful career in hospitality leadership.

Juliette van der Ham is a fourth-year student at Hotel Management School Maastricht, currently completing her final internship in asset management at Wasl Hospitality in Dubai. Her first internship took her to The Reykjavik Edition in Iceland, where she gained hands-on operational experience as a housekeeping supervisor. Juliette pursued a minor in strategic revenue and real estate management and completed a consultancy project focused on acquisition and development for a white-label operator. She has earned WSET and STR certifications and participated in the Excellence Program, later serving as external coordinator for multiple editions. In 2024, she joined the HSMAI Europe Student Council and was honored to serve as chair before relocating. She also competed in the Young Hospitality Summit, a global platform that encourages innovation. Passionate about the strategic side of hospitality, Juliette is dedicated to initiatives that foster collaboration, growth, and lifelong learning as she prepares to begin her career.

Libby Worden, from Toronto, Canada, is a fourth-year hospitality and tourism management student at Toronto Metropolitan University and co-president of the Ted Rogers Sales Club. She recently completed an internship with HVS in Montreal, where she gained hands-on experience in hotel consulting and valuation. Libby has also worked in hotels across Canada and led her sales team to international recognition, including becoming the first Canadian team to win Overall University Champion at the International Collegiate Sales Competition in Florida. Passionate about hospitality, sales, and hotel real estate, she is committed to bridging the gap between academia and industry while pursuing a career in the field.

The competition for the Student Career Success Grant considers academic achievement, industry experience, and a written statement outlining career aspirations. Submissions are reviewed by the HSMAI Foundation Board of Directors.

“This year’s grant recipients truly exemplify the curiosity, dedication, and leadership that define the next generation of hospitality professionals,” said Lori Kiel, CHDM, Chair of the HSMAI Foundation and Senior Vice President of Revenue Management at Pyramid Global Hospitality. “We are proud to provide them with resources, mentorship, and connections that will help shape their careers and, ultimately, the future of hospitality leadership.”

Named in honor of Mike Dimond, one of the hospitality industry’s most respected marketing executives, the grant was created by his family to expand and enhance the development opportunities available to hospitality students interested in careers in commercial strategy. Dimond was widely regarded as one of the nation’s top hotel marketing leaders, serving in senior roles including senior vice president of sales and marketing at The Broadmoor in Colorado Springs. He is a member of the HSMAI Hall of Fame and was recognized as one of “The 25 Most Extraordinary Minds in Hospitality & Travel.”

To learn more on the HSMAI Foundation and its programs, visit www.hsmaifoundation.org.

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About the HSMAI Foundation

The HSMAI Foundation is a 501c3 organization established in 1983 to serve as the research and educational arm of the Hospitality Sales and Marketing Association International. The Foundation’s mission is to elevate the overall caliber and performance of sales, marketing, and revenue management professionals in the global hospitality industry by driving initiatives that will attract new talent, develop emerging talent and engage existing talent. The work of the Foundation is supported by private donations and Corporate Talent Partners. Visit www.hsmaifoundation.org for more information.

A Note from Brian Hicks, CEO

Adrian’s Deadline Approaching: Submit Before It’s Too Late 

There are 14 more days to submit Adrian Award entries! If you haven’t looked at the details – we’re excited to share that you’ll find some new categories recognizing the work that’s truly moving our industry forward. The updated Adrian Awards categories for 2025 reflect a marketing landscape that’s rapidly evolving – driven by innovation, data, and new channels for connection. These changes ensure we’re celebrating the real strategies travel and hospitality professionals are using today, from AI-driven storytelling to hyper-targeted digital engagement. We’ve modernized the Adrian’s to match the moment and to honor the creativity and results that define excellence in today’s hospitality marketing. Click here to learn more and to Submit the Extraordinary.  

 

HSMAI Foundation Report: AI in Action 

I’m excited to share the HSMAI Foundation continues its work exploring the impact of AI on our industry and on our workforce. The report will be widely distributed in the coming weeks, and what this latest AI report makes clear is that the future of hospitality’s workforce lies in embedding intelligence directly into daily workflows, not layering on another tool. Our case study with Expedia Group shows just how transformative this shift can be: sales managers reported saving over an hour a week, 83% said coaching quality improved, and sales teams saw measurable lifts in confidence, close rates, and partner satisfaction. Even a modest 0.3% rise in pitch success, when scaled globally, translates into millions in new revenue. The lesson is simple but powerful: when AI turns feedback into a continuous, data-driven process, professional development stops being an event and becomes a true engine for performance, retention, and growth. I welcome you to read the full report here and to share it with your teams. 

 

Top 25 Awards: Nominations Open Sept 2 

 Each year, HSMAI honors the Top 25 Most Extraordinary Minds in Sales, Marketing, and Revenue Optimization, celebrating the people who are pushing our industry forward with fresh ideas, bold strategies, and measurable impact. This award isn’t about lifetime achievement – it’s about specific initiatives over the past 18 months that have transformed businesses, advanced teams, and elevated our industry. Nominations for the 2025 class open September 2 through September 30. Nominations are now open, and I encourage you to take a moment to recognize a colleague whose work has truly made a difference. Let’s shine a spotlight on the extraordinary leaders shaping the future of hospitality. Click here to learn more about the nomination process.