Insights Type: Articles

HSMAI Advances Commercial Strategy at 2025 Conference

HSMAI convened over 900 hospitality professionals at the 2025 Commercial Strategy Conference this week in Indianapolis, Indiana. As HSMAI’s flagship event for hotel sales, marketing, and revenue optimization leaders, the conference highlighted the power of cross-functional collaboration to drive commercial growth.

Attendees included executives from hotel brands, ownership groups, and technology partners, all focused on performance and profitability. The agenda featured sessions on AI-driven personalization, revenue strategy, and commercial team alignment, complemented by hands-on workshops and networking opportunities.

The event exemplified HSMAI’s mission to fuel sales, inspire marketing, and optimize revenue. Developed in collaboration with its Commercial Strategy Conference Advisory Board, the program delivered a balance of strategic vision and tactical value.

This year’s conference underscored HSMAI’s commitment to redefining commercial leadership in hospitality. For all those looking for fresh insights and practical strategies to navigate an evolving business landscape, we encourage everyone to save the date for next year’s Commercial Strategy Conference schedule for June 16-17, 2026 in San Antonio, Texas.

The Future of Hospitality Loyalty: Personalization, Flexibility, and Memorable Experiences

Hannah Brown, CHDM, CHBA; Associate Program Manager, Loyalty Marketing | BWH Hotels; HSMAI Rising Marketing Leaders Council

Hospitality loyalty programs have come a long way and with a new market of guests, where are hospitality loyalty programs headed next to remain relevant and engage rewards members? During an HSMAI Rising Leaders session, we explored what it takes to create loyalty programs that feel rewarding for today’s travelers.

From handwritten notes to Uber credits, this session revealed just how multifaceted loyalty has become and what hospitality can learn from brands inside and outside the industry.

From Points to Personal Touches

The session kicked off with a poll asking attendees to name their favorite loyalty programs. The answers were wide-ranging:

  • Delta
  • Starbucks
  • Amtrak
  • Chick-fil-A
  • Sephora
  • United
  • 7 Brew
  • Ulta
  • Target
  • Harkins Theatres

With third-party data becoming less accessible, loyalty programs now play a central role in customer engagement. The ability to connect through first-party data makes personalization more powerful than ever and more expected by today’s guests. 

Real Rewards, Thoughtful Perks 

Here’s what rising leaders said was keeping them loyal: 

  • Personalized gestures make a lasting impression. Something as small as a handwritten note or favorite beverage can create a deep sense of connection. 
  • Tangible benefits like monthly ride-share credits, discounted redemptions, and companion passes help travelers feel truly rewarded. 
  • Responsive service matters. Compensation for travel disruptions or access to exclusive lounges builds trust and repeat behavior. 
  • These benefits build emotional loyalty and a sense of value beyond simple transactions. 

Barriers to Belonging 

The conversation also highlighted a few areas where loyalty programs often fall short: 

  • High thresholds for rewards can discourage less frequent travelers who still want to feel valued. 
  • Unclear point systems make it hard for members to understand the real value of their loyalty. 
  • Limited redemption flexibility like caps on using points or restrictions on mixing cash and points can undermine the overall experience. 

Life-Stage Loyalty and Experience-Driven Design 

Looking ahead, rising leaders shared ideas on how hospitality loyalty programs could become more dynamic and inclusive: 

  • Track and support life transitions – graduating, starting families, shifting careers their travel habits and preferences change. Loyalty programs that recognize these milestones can grow with the customer. 
  • Deliver unique experiences. Surprise and delight moments like unexpected gestures or memorable service turn ordinary stays into unforgettable stories. Empowering teams to create these moments drives genuine loyalty. 
  • Simplify the system. Clear value, visible progress, and accessible rewards are key to keeping members engaged. 

Even simple acts like personalized letters or milestone recognition go a long way in making members feel seen and appreciated. The next generation of hospitality loyalty programs is all about connection over currency. Guests want more than points, they want recognition, relevance, and rewarding experiences that match their lifestyle and values. By embracing personalization, reducing complexity, and integrating experiences into rewards, brands can design loyalty programs that resonate for the long term. 

HSMAI Top 25 Profile: Nancy Johns, CHDM

HSMAI honored the 2024 Top 25 Extraordinary Minds in Hospitality Sales, Marketing, Revenue Optimization and Distribution — recognizing leaders from hospitality, travel, and tourism organizations for their accomplishments. Nancy Johns, Marketing Executive at JC Resorts is one of these honorees.   

Nancy’s visionary approach is instrumental in driving revenue growth and enhancing brand presence a diverse portfolio of properties. With over twenty years of extensive experience in the hospitality sector, Nancy has established herself as a respected leader and mentor within the industry. Nancy is an active member of the HSMAI Marketing Advisory Board, collaborating with fellow industry experts to assess the evolving hotel marketing landscape and strategize on how HSMAI can inspire and empower marketers in today’s dynamic environment.  

KEY ACCOMPLISHMENT:. Nancy’s leadership ensured that the rebrand was effectively implemented including updating signage and creating new branding assets such as apparel, presentation templates, and email signatures. The rebrand also extended to digital platforms with new webinar backgrounds and email signatures. This comprehensive approach not only revitalized market presence but also reinforced brand consistency across various touchpoints. 

WHAT INSPIRED THIS NOMINATION? Working with Nancy is a sincere pleasure. Her exceptional contributions and leadership are truly admirable. Her dedication to nurturing companies and collaborating with outstanding team members underscores her as a trustworthy and respected leader.  

Q&A WITH NANCY JOHNS 

What advice would you give to your younger self?   

If I could sit down with my younger self over a Diet Coke (probably not my first of the day), I’d say this: The sidelines aren’t for you; go for it.  

The world is full of opportunities, and the biggest mistake you can make is waiting for everything to be perfect. You don’t need everything to be perfect—you need to experience everything. 

Some of the best lessons in my career didn’t come from flawless execution; they came from taking a leap, learning from mistakes, and figuring things out along the way. I’ve learned that growth doesn’t come from getting everything right the first time but from being open, adaptable, and willing to take chances. 

You will learn from everyone you meet and everything you do. Every conversation, challenge, and unexpected detour has something to teach you—if you’re paying attention. 

And as the saying goes: “The journey is as good as the ride.” So, embrace the twists and turns, take the scenic route, and enjoy every moment along the way. 

What keeps you inspired?  

 For me, inspiration comes from the endless journey of learning. This industry moves fast—consumer behaviors shift, technology evolves, and what worked yesterday might be obsolete tomorrow. That constant change? It’s exhilarating. 

I find energy in the people around me—both the fresh perspectives that challenge my thinking and the trusted colleagues who push me to go further. Every conversation, every brainstorming session, every casual chat has the potential to spark a new idea. 

And then there’s curiosity—the secret ingredient. Is there a smarter way to connect the dots? Could a small shift take this campaign from solid to spectacular? What’s the next trend we should be riding before it even takes off? Staying curious, questioning assumptions, and pushing boundaries is what keeps marketing exciting. 

Because at the end of the day, marketing isn’t just about selling something—it’s about creating something that resonates. And the best way to do that? Keep learning, keep questioning, and keep pushing forward. 

Keep an eye out – the applications for the class of 2025 HSMAI Top 25 Minds will open in July.  

HSMAI Launches New Edition of Certified Hospitality Digital Marketer (CHDM) Study Guide

The Hospitality Sales and Marketing Association International (HSMAI) has released the 7th Edition of Hospitality Digital Marketing Essentials, the Certified Hospitality Digital Marketer (CHDM) certification study guide—the most comprehensive and up-to-date resource for hospitality professionals looking to deepen their digital marketing knowledge or prepare for the globally recognized CHDM certification.

Each CHDM certification applicant receives a digital copy of the guide, which is also available as a standalone educational tool for hoteliers and hospitality leaders seeking to stay competitive in a rapidly evolving digital landscape. The 7th edition features expanded content across all sections to reflect the major shifts in digital marketing since the last edition in June 2023.

New for this year are four chapters designed to reflect the current demands and intersections of hotel commercial strategy: Over-the-Top (OTT) Advertising for Hotels; A Hotel Marketer’s Guide to Revenue Management; Hotel Distribution Essentials for Marketers; and The Interdependence of Sales & Marketing. Other key updates include the latest developments on Google, Meta, and OTAs—covering new offerings, advertising processes, and platform evolutions—as well as an updated chapter on Artificial Intelligence, complemented by AI-related insights and actionable strategies woven throughout the guide.

“The 7th edition reflects the pace and complexity of digital transformation in hospitality,” said Nancy Johns, CHDM, Head of Marketing at JC Resorts and Chair of HSMAI’s Marketing Advisory Board. “It’s a reference for anyone looking to lead strategically in marketing, sales, or revenue optimization. The added focus on AI, new media channels, and cross-functional collaboration makes it an indispensable tool.”

Created for hospitality marketing, sales, and revenue optimization professionals, the CHDM certification and study guide empower individuals to level up their skills, pivot into digital roles, or better understand how digital impacts every corner of commercial strategy.

To learn more about the CHDM certification, visit Certified Hospitality Digital Marketer (CHDM).

Digital Is Everyone’s Business

Brian Hicks, President and CEO of Hospitality Sales & Marketing Association International (HSMAI)  

Later this month, at the HSMAI Commercial Strategy Conference, I’ll be sitting down for a fireside chat with industry leaders from the cruise and airport industries. We’ll explore  what hotels can learn from their industries and commercial experiences.  They will share the strategies, lessons, and best practices that have helped them build high-performing, results-driven teams.  

A theme that has emerged in our planning calls is the importance of both specialists and cross-discipline leaders for an optimally functioning commercial organization. 

But even specialists need to know enough about the other commercial disciplines, and how they impact them and are impacted by them. 

And that’s exactly why we just released a refreshed 7th edition of our Hospitality Digital Marketing Essentials: A Field Guide for Navigating Today’s Digital Landscape.  It’s not just a resource for digital marketers. It’s for everyone in commercial strategy who needs to understand how digital tools and trends drive business results. It also serves as the Study Guide for HSMAI’s Certified Hospitality Digital Marketer (CHDM) certification – which launched in 2012 and currently boasts 1,377 CHDMs in 46 countries around the world.  

If you want to lead in today’s commercial space, digital fluency is essential. I invite you to join the conversation with Dimple, Angela, and me at CSC, and take a closer look at how the CHDM can sharpen your competitive edge. 

Ready to level up? Explore the 7th edition of our Hospitality Digital Marketing Essentials: A Field Guide for Navigating Today’s Digital Landscape.  

 

A Field Guide for Navigating Today’s Digital Landscape

An updated 7th edition of Hospitality Digital Marketing Essentials: A Field Guide for Navigating Today’s Digital Landscape is here to prepare you for hospitality marketing in 2025. This new edition is perfect for practitioners studying for CHDM certification or aiming to enhance digital strategy. Below is an excerpt from the new guide chapter 7: Rich Media. 

Storytelling comes to life with rich media, and the better the story, the stronger the connection is made between hotel and consumer. Travelers rely on rich media to inform themselves, help plan itineraries, and give them the confidence to make their lodging purchases. Today’s rich media options are extensive, addressing the needs of all types of properties and budgets. A typical portfolio of rich media production includes video, 360° virtual tours, interactive floor plans, 3D schematics, digital photo slideshows, and virtual reality.  

AI-driven tools are revolutionizing rich media, offering automated video editing, personalized content recommendations, and interactive experiences that can engage guests more effectively. As you consider your options, you should also consider the growing popularity of short-form video on platforms like TikTok and Instagram Reels that offer hotels a powerful way to engage potential guests with bite-sized, visually compelling content. The type of media chosen depends on your hotel’s marketing objective and budget. 

Best Practices 

To make the most impact, hotel videos must be thoughtfully crafted and strategically executed. The following best practices will help ensure your video content is authentic, relevant, and engaging—driving both emotional connection and measurable results. 

Make It Authentic 

When everything is available at the click of a mouse, having a clean and comfortable hotel product is not always enough to drive action. Creating authentic videos that capture the human element of your brand allows travel shoppers to connect on a personal level. This connection builds trust and drives action. Do not be afraid to go on camera and welcome your guests in the same way you would welcome them when they arrive at your hotel. 

Make It Relevant 

With customers in control, irrelevant video is at best ignored and at worst will create a negative impression when viewers feel their time is wasted. Video that works shares compelling stories that resonate with the audience. Respect viewers’ time and provide them with actionable content. If you cater to young families on leisure travel, show them how their stay at your hotel will enhance their vacation. If you cater to business travelers, show them how their stay at your hotel will add to the success of their business trip. A good gut check could be: if you were the customer, would you find your video interesting and compelling enough to prompt action? 

Make It Engaging 

Creating authentic videos that capture the human element of your brand allows travel shoppers to connect on a personal level. This connection builds trust and drives action. Leveraging user-generated content (UGC) and collaborating with influencers can amplify your hotel’s story, creating a more authentic and relatable connection with potential guests.  

Make It Short 

Online shoppers have short attention spans. As such, considerable effort and thought must be put into developing the story that you want to tell and how you will do it. Short videos (best practices suggest 15-30 seconds) force you to think creatively and distill your value proposition down to its very essence. Is it engaging from the start? 

Read more best practices and expanded content across all 8 sections of the book to reflect the major shifts in digital marketing since the last edition. 

This 7th Edition is authored by Holly Zoba, CHDM and Dan Wacksman, CHDM, CRME who co-teach HSMAI’s popular Hospitality Digital Marketing Essentials course and who are both past chairs of HSMAI’s Marketing Advisory Board. 

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HSMAI’s Certified Hotel Sales Leader (CHDM) certification is a professional certification created by hoteliers for hoteliers, demonstrates your proficiency, upgrades your skills, and helps you to better understand how digital marketing intersects with your areas of responsibility.  It shows your employer and your professional community that you’re committed to advancing your knowledge, skill set, and expertise.  

Any questions? Contact HSMAI Director of Education & Certification, Kathleen Tindell. 

Helping Guests See Themselves and The World a Little Differently

Bree Brostko, Founder, Go West Communications, HSMAI Marketing Advisory Board Member  

Many hospitality professionals are exploring how to meet a growing guest desire for meaning, growth, and connection. In a recent HSMAI Marketing Advisory Board conversation, members shared how properties of all sizes and types are approaching this shift. What once felt unique to ultra-luxury or spa destinations is now becoming a broader guest expectation. Even select service hotels are finding creative ways to deliver value through small-scale activations and community engagement. As one advisory board member wisely put it, “the value isn’t just in offering great stays…it’s in helping guests see themselves and the world a little differently.”  

Local Collaboration and Operational Alignment 

Partnerships with local businesses are playing a key role. One leader described working with nearby restaurants to offer pop-up tastings and exclusive guest discounts. These collaborations don’t just add to the guest experience, they bring the destination to life and help position the hotel as a true part of the local community. “Getting them out of your doors is sort of a win-win,” one AB member noted. 

Of course, creativity alone isn’t enough. Developing transformational experiences calls for intention and alignment. There was a clear consensus that marketing and operations must work together early in the process to build experiences that support a property’s identity and long-term strategy. As one speaker pointed out, “There needs to be sound strategy underpinning development.” 

Marketing the Message and Measuring the Impact 

Marketing also plays a vital role in positioning and promoting these efforts. Some participants discussed integrating local events and hotel activations directly into the booking path. Others found success using pre-stay communications and in-room messaging to highlight experiences. “Pop-ups work well even when guests didn’t book them in advance. Sometimes they see it and start looking for it next time,” one contributor shared. 

Tracking success remains a challenge, especially when outcomes go beyond revenue. Still, participants offered practical tools. One approach included documenting total costs, employee time, and key learnings in a single recap. Capturing both results and insights ensures each experience informs the next. 

Not every activation needs to be a revenue driver, but every initiative should have a clear purpose. Whether the goal is loyalty, differentiation, or brand storytelling, thoughtful, repeatable experiences emerge as a strategic advantage as well as a growing guest expectation. As one advisory member shared, “It seems like it’s becoming something more travelers are looking for.” 

Top 3 Takeaways: 

  • Transformation isn’t limited to luxury—select service and smaller properties can create powerful guest experiences through local partnerships. 
  • Cross-functional alignment between marketing and operations is critical to developing meaningful, brand-aligned initiatives. 
  • Measuring success goes beyond revenue. ROI can include loyalty, differentiation, and long-term brand value. 

Learn More:  

Hospitality’s Competitive Edge: Uniting Sales and Marketing to Win Against Short-Term Rentals

Katie De Crescenzo, Sales Manager, Desert Hospitality Management(DHM), Marriott (SpringHIll Suites by Marriott Tucson at the Bridges), Rising Sales Leaders Council 

Dylan Massari, Regional Digital Manager – West, Atrium Hospitality, HSMAI Rising Marketing Leaders Council 

The hospitality industry has long been defined by consistency, service, and trust. But in recent years, disruptors like Airbnb and Vrbo have rapidly gained market share, appealing to travelers seeking space, flexibility, and local experiences. For hotel sales and marketing professionals, this has forced a fundamental question: How can we compete? 

At two recent Rising Leader Council sessions, we tackled this issue from complementary angles, sales and marketing. In the conversations, we explored how hotels can reclaim market share by uniting sales and marketing strategies to emphasize what hotels do best. 

Why Travelers Choose Short-Term Rentals 

Guests aren’t just looking for a place to sleep, they’re searching for experiences that meet a broad set of needs: space, affordability, personalization, and amenities. Travelers often see Airbnbs as better able to accommodate group travel or pet-friendly stays without the added fees that hotels often impose. Examples include pet fees that rival the nightly rate, while Airbnbs offer inclusive pricing. 

A participant shared an anecdote about planning a bachelorette party. The group found hotel teams uninterested and unhelpful. “They looked at us as an obstacle, not an opportunity.” The host of their eventual Airbnb, however, offered a curated welcome and thoughtful touches. The result? The group booked with the rental. 

Personalization and Data-Driven Storytelling 

The discussion turned to how hotels can retake the narrative through digital marketing. Data analytics, review mining, and AI-powered tools like Google Gemini can help marketers identify what travelers truly value. The key questions, what content do they like? How do they book? What language appeals to them? 

One example illustrated how Gemini scraped hotel reviews to recommend stays based on bar experiences, showcasing how hotels can shine if they are strategic about online presence. The key: generate authentic reviews, tell compelling stories, and optimize for platforms that matter. 

Relationship-Driven Selling 

It was emphasized that sales teams must become consultative problem-solvers, not order takers. Travelers want ease, but they also want to feel seen. Whether it’s a group planning a reunion or a corporate event, hotel sales staff need to frame offerings in terms of solutions, not restrictions. 

One participant noted that service is a hotel’s greatest differentiator: “It’s the people — the bartender, the front desk agent who create the experience.” That personal, human connection can make or break a booking. 

When Sales and Marketing Collaborate 

Participants argued for stronger cross-functional collaboration. Regular, strategic meetings between sales and marketing were recommended to assess pace, adjust messaging, and align tactics to changing demand not just annual planning. 

There was also a call for shared metrics. Someone mentioned: “We don’t have a universal KPI across sales, marketing, and revenue.” That makes it harder to tie top-of-funnel activities to bottom-line results.  

What Can Hoteliers Do?  

To compete with short-term rentals, hotels must: 

  • Audit and adjust fees: Consider competitive pet fee pricing and value-added messaging. 
  • Market experiences, not just rooms: Promote suite layouts, connecting rooms, and amenities in context of group or family stays. 
  • Use AI and review data: Optimize visibility through tools like Gemini and manage online reputation proactively. 
  • Invest in local influencer partnerships: Micro-influencers can boost credibility and reach in specific markets. 
  • Align sales-marketing goals: Set short-term win metrics, timestamp campaigns, and keep reporting transparent.  

Short-term rentals will remain a powerful player in the accommodation ecosystem. But hotels still offer unmatched service, safety, and consistency. The path forward lies not in competing on price or novelty, but in collaboration between sales and marketing teams, between data and intuition, and between guest expectations and operational delivery. 

Breaking Down Silos: CSC’s Opening Panel Sets the Commercial Tone

In its second year, HSMAI Commercial Strategy Conference is continuing to do what it was built for, bringing together hospitality professionals across marketing, sales, distribution, and revenue to create one unified commercial conversation. And to kick things off, we have an all-star panel of commercial leaders on the stage for the session, Breaking Down Silos: Uniting Commercial Strategy for Maximum Profitability.  

Moderating the panel is Kelly McGuire, Ph.D., Principal at McRevenue and 2024 HSMAI Vanguard Award for career achievement in Revenue Optimization. Kelly is known for her writing, data evangelism, and expertise in leveraging automation, analytics, and AI to improve efficiency and effectiveness of commercial organizations. HSMAI staff had an opportunity to talk with McGuire about the session and learn why she is excited about this panel. 

“What makes this panel so interesting is that it was purposefully designed to represent the full commercial picture,” said McGuire. “We have leaders who have roots in revenue, marketing, and sales and they’ve all risen to top commercial roles. It shows that the best leader of commercial is the best leader and that you can come from any commercial discipline.” 

The Panelists: 

  • Kristie Goshow, Chief Commercial Officer, Peregrine Hospitality 
  • Allison Handy, EVP, Commercial, Aimbridge 
  • Ankur Randev, Principal & Chief Commercial Officer, Highgate 

McGuire will be guiding these three engaging commercial leaders through a dynamic conversation and busting some commercial strategy myths along the way. Together, they’ll explore how to apply commercial strategy to today’s hospitality ecosystem and how their diverse backgrounds give them unique perspectives. The session will touch on everything from key skills sets to stakeholder alignment and, of course, the impact of artificial intelligence. 

“This panel is a chance to talk about what’s working, what’s changing, and what commercial leaders need to think about next,” McGuire shared. “We’re going to talk about blind spots, where growth happens, and how today’s rising professionals can shape their own path forward.” 

If you’re looking for insights, inspiration, and a front-row seat to a candid conversation on commercial strategy, this is a session you won’t want to miss.  

Leveraging Generative AI to Minimize Toil and Increase Joy

Michael Goldrich, Founder and Chief Advisor, Vivander Advisors, & HSMAI Foundation Board Member 

The HSMAI Foundation recently published a report, The State of Generative AI in Talent Management for Hotel Sales, Marketing, and Revenue Management, exploring the impact of generative AI on various facets of talent management, particularly focusing on the domains of hotel sales, marketing, and revenue management. This is an excerpt from the report.   

Hotel commercial teams across revenue management, sales, and marketing face daily operational burdens that diminish efficiency, job satisfaction, and retention. Generative AI offers a transformative opportunity to alleviate these repetitive tasks, allowing teams to refocus on strategic and creative endeavors. 

In revenue management, toil often involves manual tasks such as updating rate plans, consolidating data from multiple systems, and generating performance reports. These repetitive activities consume valuable time. Generative AI can eliminate the burden of these time-consuming activities, so teams can focus on more strategic activities such as crafting innovative pricing strategies, identifying hidden market opportunities, and designing guest- centered packages. This shift from operational drudgery to strategic thinking restores excitement to the revenue managers work.  

For sales teams, administrative burdens create another layer of inefficiency. Managers spend excessive time creating proposals, managing contracts, and updating systems with duplicate information. Sales teams are spending valuable time formatting presentations, customizing proposals, and maintaining CRM records, which ultimately reduces the time they spend selling. AI’s ability to automate these administrative tasks, enables sales teams to prioritize relationship-building and client engagement. With instant competitive insights during meetings, sales managers can conduct more impactful conversations, leading to higher conversions and deeper satisfaction in their roles.  

Marketing teams also encounter significant toil in their daily operations with routine tasks like scheduling social media posts, updating website content, and compiling basic performance metrics. With generative AI handling these mundane tasks, marketing professionals are rediscovering their creative spark. This allows them to focus on storytelling, brand development, and campaign innovation. Immediate feedback from AI analytics further enhances job satisfaction by showcasing the tangible impact of their creative efforts.  

The positive impact AI has on these commercial roles can foster genuine joy at work. As the Boston Consulting Group described in their study, this “joy effect” not only improves retention but also builds long-term commitment and innovation within organizations. By reducing toil and enhancing meaningful work, generative AI redefines the employee experience, ensuring teams stay engaged, fulfilled, and dedicated to success. Hotels that effectively address toil through AI and process improvements will experience better retention, enhanced innovation, and stronger business outcomes. The key lies in balancing automation with human input to ensure technology supports, rather than replaces, the strategic thinking that drives success in hospitality.  

Read the full report for even more insights into talent management using AI here: global.hsmai.org/research    

The work of the HSMAI Foundation is made possible with support from our Corporate Talent Partners.