Insights Type: Articles

HSMAI Perspective: Wish You Were There – 4 Takeaways from the Adrian Awards Celebration

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

The recent Adrian Awards, “Wish You Were Here,” was a showcase of creativity and innovation that embraced the theme. As the first-time host, I was personally thrilled with the event’s success and the incredible talent on display. The Adrian Awards continue to be a testament to the ingenuity and passion of hospitality marketers who push boundaries and redefine what is possible in travel marketing.

Here are my takeaways from the event, each illustrating how this year’s participants made us all wish we were part of their incredible journeys. 

  1. Embrace Digital Integration – Marriott Bonvoy’s campaigns Marriott Bonvoy Land campaign by Marriott International took home the Best of Show in the Digital division. Their campaign integrated the digital world with the physical, offering an immersive experience that invites gamers and travelers alike into a Marriott-inspired virtual realm.
  2. Hyper-Personalized Customer Engagements – “Puerto Rico Sí” from the Puerto Rico Tourism Company showcased how deeply personalized content can effectively resonate with potential travelers, earning it the Best of Show in Integrated Campaigns.
  3. Tell a Compelling Story – The “Find What You Need in Port A” by the Port Aransas Tourism Bureau & Chamber of Commerce campaign utilized narrative-driven advertising to engage visitors, winning Best of Show in Advertising. The campaign highlighted local attractions through stories that attract and retain tourist interest.
  4. Leveraging Major Events for Brand Impact – Omni Hotels and Resorts’ “SOLARBRATION” campaign tied into the excitement surrounding the solar eclipse, providing guests with a memorable experience that aligned perfectly with the celestial event, winning it the Best of Show in Public Relations and Communications.

During the celebration we also honored the career achievements of industry leaders. Victoria de Falco was recognized with the Winthrop W. Grice Award, for her visionary public relations strategies that have elevated the profile of numerous hospitality brands. Michelle Woodley was the honoree of the Albert E. Koehl Award, which underscored her profound impact on hospitality marketing and her leadership at Preferred Travel Group.  

Thank you to everyone who attended the Adrian Awards, let’s take these inspirations from the night and integrate them into our practices. By doing so, we continue to elevate the travel experience, making every guest wish they were right there with us. 

Learn more about the honorees in the Winners’ Gallery

Hospitality Talent Insights and Initiatives

At a recent HSMAI Foundation Board meeting, members discussed what they think will be trending this year across the commercial workforce.  

  • Recruiting & Retention: Hospitality schools are producing fewer graduates entering the industry. Investment in retention and career development is crucial. 
  • AI & Efficiency: AI is reshaping operations. Organizations must equip teams with tools to leverage technology strategically. 
  • Commercial Mindset: Integrating revenue, sales, marketing, and operations remains essential for business success. 
  • Succession Planning: Internal talent development and mentoring are needed to fill skills gaps and advance leadership. 
  • Workplace Evolution: Balancing operational needs with flexible work models continues to impact engagement. 
  • Skills Gap: The industry requires more generalists and leaders with strong critical thinking skills. 
  • Technology & Young Talent: Younger employees expect innovation; slow adoption risks losing them to other industries. 
  • Tech Divide: Disparities in digital adoption are widening, impacting competitiveness. 

The HSMAI Foundation remains committed to its pillars of attracting, developing, and engaging talent through strategic initiatives. These efforts include industry partnerships, grants, mentorship programs, and resources that help professionals navigate career growth.  

Our highly anticipated annual State of Talent report, set for a Q2 release, will provide deeper insights into talent trends and actionable solutions. Learn more about our board’s expertise, 

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

 

 Lodging Construction Drops in 2024: Uncertainty Ahead

Bernard Baumohl, chief global economist at The Economic Outlook Group, provided his insights during a session on ”A New World Order: Trump’s Impact on the US & International Economy,” during the HSMAI Destination Marketing Executive Roundtable, February 19, 2025.  Among the takeaways: 

  • Lodging construction spending fell 5.6% in 2024 to $23.3 billion, slowing room supply growth and likely driving higher prices. While this benefits hotel revenues, broader risks add uncertainty. 
  • Global tensions—China-Taiwan trade issues, Iran’s nuclear developments, and severe weather— all have the possibility to disrupt travel. Domestically, U.S. political instability and diplomatic tensions may deter international visitors while pushing more Americans to travel abroad. 
  • With fewer new hotels entering the market, existing properties have an opportunity to capitalize. However, navigating economic and geopolitical shifts will require careful planning.  

HSMAI Executive Roundtables are networks of like-minded senior hotel leaders that meet face-to-face and virtually. They are a unique opportunity for executive-level peer groups to have meaningful dialogue in a confidential environment. 

 

Transparency Takes Center Stage in Distribution Strategies

Nathan Kellar, Senior Director Distribution US/CAN + Global Wholesale, Marriott International*, HSMAI Global Distribution Advisory Board Member 

In a recent Global Distribution Advisory Board (GDAB) discussion, we met to address challenges in segmentation blending and profitability that naturally occur within the wholesale segment as many traditional lines are being blurred. Many new entrants in the B2B and White Label space have attempted to solve some of these challenges by introducing transparency and control to their hotel suppliers.  

Historically, bed banks and redistributors operated with limited transparency, often providing only aggregated performance data to suppliers, resulting in significant challenges. This lack of granular information hindered suppliers from making informed decisions about their distribution strategies. 

However, the rise of evolved B2B platforms since 2019 have been prioritizing transparency and control, offering improved insights into downstream networks. “There are now operators out there that have identified this challenge and are offering full transparency and control as their primary value propositions,” highlighted one GDAB member  

When one GDAB member asked what the ideal amount of transparency everyone would like to see, some advocated for sufficient visibility without compromising individual guest information. “We want more insight to understand the downstream network while protecting individual guest data,” a participant emphasized. 

Participants discussed how AI can align distribution approaches with supplier strategies, enabling reactive decision-making based on real-time data. “AI can help manage what’s going on in the downstream network, aligning with the supplier’s strategic guidelines,” explained another GDAB participant.  

We also considered strategic partnerships, with emphasis on aligning distributor objectives with those of suppliers. One member shared, “The distributors that genuinely understand that they must align closely with their supply partners’ strategies, rather than focusing solely on immediate grains or growth, are more likely to achieve long-term success in the industry. That approach is representative of a true strategic partnership.” 

We looked ahead as well, and predictions included a reduction in reliance on traditional intermediaries and a move towards more direct distribution channels. “As technology broadens and becomes more commoditized, the ability to bring in distribution at a lower cost increase,” one member forecasted.  

Questions for your team: 

  • Is transparency the new expectation within the segment now that it’s been introduced? 
  • Can we ever go back? 
  • Does transparency help to increase trust and improve strategic alignment? 
  • What benefit does this provide strategically and what hurdles may exist today in it becoming standard? 

Read More:  

  • The Critical Role of Independent Distribution in the U.S. Travel Industry 
  • The rise of white label solutions in the travel and gambling industry 
  • Agoda Eases Hotel Distribution Pain-Points with Wholesale Distribution Platform and Solutions 

* This article reflects the collective views of the individual HSMAI Global Distribution Advisory Board members, and not the views of the author alone or Marriott International.  

Gen Z and Millennial Travelers

Capturing the Hearts of Gen Z and Millennial Travelers

Natasha Roque, Manager, MDS Guide (Marriott Digital Services, Customer Success) Marriott International, Rising Marketing Leader Council Member 

Hotels must continuously adapt their marketing strategies to attract the next generation of travelers—Millennials, Gen Z, and the emerging Gen Alpha. These generations are characterized by their brand agnosticism, limited expendable income, and a strong desire to prioritize unique travel experiences over traditional spending. To effectively engage this audience, hotels need to employ creative digital marketing strategies that go beyond conventional social media and loyalty programs. 

I’m passionate about this topic and brought it to my fellow HSMAI rising marketing leaders to discuss. Read on for the six key takeaways from our discussion to engage younger generations.  

  1. Embrace Authenticity and Experiential Marketing

Authenticity is vital for younger travelers who seek genuine and unique experiences. Instead of relying solely on polished, brand-centric content, hotels should focus on creating immersive and relatable experiences that resonate with their audience. For instance, partnering with local influencers or hosting exclusive events can provide guests with memorable interactions that feel personal and authentic. 

One member shared how their hotel collaborated with a popular podcaster to host live recordings at their venue. This partnership allowed guests to engage directly with the podcast host, creating an organic and immersive experience that drew in fans and increased the hotel’s visibility. 

  1. Leverage User-Generated Content and FOMO

User-generated content (UGC) and the creation of Fear of Missing Out (FOMO) are powerful tools in digital marketing. Encouraging guests to share their experiences on social media platforms not only enhances the hotel’s online presence but also builds trust among potential travelers. 

Develop campaigns that reward guests to post about their stay, such as photo contests or featuring guest stories on the hotel’s official channels. Highlighting real experiences can attract new customers looking for authentic and trustworthy recommendations. 

  1. Utilize AI and Emerging Technologies

Artificial Intelligence (AI) offers significant opportunities to enhance the guest experience and streamline operations. AI-driven chatbots, for example, can provide personalized recommendations and assist with bookings, making the interaction more efficient and tailored to individual preferences. 

Try integrating AI tools that analyze guest data to offer customized itineraries or suggest activities based on past behavior. Additionally, monitoring AI-driven interactions can provide valuable insights into guest preferences and emerging trends. 

  1. Focus on Niche and Passion-Based Travel

Today’s travelers are increasingly planning trips around specific passions and interests rather than just destinations. Hotels can capitalize on this trend by aligning their offerings with these niche interests, attracting a more targeted audience. 

A hotel near a popular anime convention partnered with event organizers to offer themed packages. Guests attending the convention could enjoy exclusive amenities and experiences tailored to their interests, making the hotel a preferred choice for attendees. 

  1. Strategic Partnerships and Influencer Collaborations

Forming strategic partnerships with influencers and aligning with trending events can significantly boost a hotel’s appeal to younger demographics. These collaborations should feel seamless and organic to avoid appearing overly commercial. 

Partner with micro-influencers who have a strong, engaged following within specific communities. Hosting events or featuring influencers in unique hotel experiences can create buzz and attract their followers to the hotel. 

  1. Enhance Loyalty Programs with Unique Experiences

While loyalty programs remain effective, enhancing them with unique, experience-based rewards can make them more appealing to younger travelers. Offering perks beyond traditional discounts can foster deeper brand loyalty and encourage repeat visits. 

Introduce tiered rewards that offer exclusive experiences, such as behind-the-scenes tours, personalized services, or access to special events. These unique incentives can differentiate the loyalty program and make it more enticing for members. 

Further Reading  

Other Resources: 

Questions for your Team: 

  • How are you adapting travel trends and User-Generated Content (including reviews) to advance your digital and content strategy? 
  • How can hotels leverage emerging tools like AI while simultaneously observing the reemergence of the traditional travel agent to gain visibility and increase bookings? 
  • Which traditional and emerging channels are proving promising or most effective in engaging the next gen traveler? 
  • Strategic partnerships are essential to keep legacy brands current. Marriott, for example, has partnered with trending sporting events like Formula 1 to reach new audiences in key segments leveraging the Bonvoy loyalty program. 
  • What are examples of successful or dream brand partnerships you have seen? 
  • How have you seen hotels successfully begin to create Lifetime Value with the market segment defined as HENRYs (“High Earning Not Rich Yet”)? 

Gen Z’s Travel & Hospitality Preferences

Insights from an HSMAI San Diego event Gen Z panel – Tré Wilke IV, Georgia Flynn & Nicole Quessenberry – into this generation’s travel & hospitality preferences.

Thanks to our Gen Z panel for their insight into this generation’s travel & hospitality preferences!

The Top Takeaways:
💥 Gen Z is a generation of innovators
💥 Keep communication direct and real
💥 They value authenticity, innovation, and need to know “the why”
💥 Sometimes we need to chill on technology. Human connection is still key!
💥 They use AI to automate stay experiences, improve events & generate content
💥 Their travel search begins with the destination, and starts on social media
💥 Social media content needs to be authentic and real
💥 Video on websites is a must!
💥 Micromanaging in the workplace is a no-no
💥 Work/life balance means different things to different people, but the bottom line is to respect boundaries

 

 

Doing More with Less: Navigating Talent Challenges in Distribution

Andrea Daniels, Global Director, Distribution Partnerships & Strategy – Commercial & Technology, IHG Hotels & Resorts*, HSMAI Global Distribution Advisory Board Member  

Hotel distribution faces major challenges in talent management post-pandemic. This topic was brought to the HSMAI Global Distribution Advisory Board to discuss diverse strategies to address these obstacles and how to promote growth in distribution roles. 

Internal vs External Hiring 

Some members emphasized the advantage of internal hiring, noting that employees transitioned from the central reservation office or guest services team, for example, have demonstrated higher retention rates compared to external hires. This preference underscores the importance of internal mobility and leveraging existing talent pools to maintain team stability. While others talked about the complexities of external hiring and implementing a structured in-office schedule to manage expectations and prevent disparities among different teams. 

Remote Work: Boon or Bane? 

The shift towards remote work has had a profound impact on distribution teams. Some members shared their organization’s approach to remote hiring, limiting new hires to states where they have operational hotels. This strategy allows for greater flexibility while ensuring compliance with regional employment regulations. However, the push by many companies to revert to in-office work poses a significant challenge. Members noted that such mandates could deter potential talent who prioritize flexibility. 

There was discussion about the delicate balance between operational needs and employee preferences. While some team members voluntarily return to the office for the camaraderie and collaborative environment, talent in technical roles often want to remain remote due to the nature of their work. 

Opportunities for Growth and Career Advancement 

A recurring theme in the discussion was the limited upward mobility within distribution roles. Some members observed that in smaller organizations, vertical growth opportunities are scarce, often leading talented individuals to seek advancement outside their current roles. This lack of clear career pathways can result in decreased job satisfaction and higher turnover rates. Another question asked was, “How many SVPs of distribution are out in the industry?” There is a realization that this role doesn’t exist in most cases and that at this level Distribution is combined with other roles such as Revenue Management, Sales, Commercial, etc.   

Effective training programs are crucial for maintaining a competent and adaptable distribution team. However, many organizations lack dedicated resources for ongoing training. This led to a conversation on the importance of certification and continuous education, noting that trained employees are more efficient and confident in their roles.  

Participants discussed how the decline in hospitality school enrollments poses a long-term threat to the industry’s talent pipeline. They advocate for integrating distribution-focused curricula within hospitality programs to better prepare graduates for the complexities of distribution roles. Collaborative efforts with educational institutions and industry organizations like HSMAI and HEDNA can also help bridge the training gap. 

Summary:  

Our discussion pointed to the major challenges in talent management within hotel distribution, emphasizing the importance of internal hiring, the impact of remote work, and the limited opportunities for career advancement. It also highlighted the need for effective training programs and collaboration with educational institutions to address the industry’s talent pipeline concerns.  

Questions for your team:  

  1.  How can we enhance our internal hiring processes to leverage existing talent pools and improve retention rates? 
  2. What strategies can we implement to balance the operational needs with employee preferences for remote work, especially for technical roles?
  3. How can we create clear career pathways and opportunities for growth within our distribution roles to reduce turnover and increase job satisfaction? 

* This article reflects the collective views of the individual HSMAI Global Distribution Advisory Board members, and not the views of the author alone or of IHG Hotels & Resorts.  

Next-Level Contact Centers: Boosting Team Dynamics and Operational Excellence 

Megan Becker, Manager of Hiring and Training, Reservations, Hershey Entertainment & Resorts Company, Steering Committee Vice Chair, HSMAI Contact Center 

Stephanie Davis, Team Leader, Sales Support, Accor, Steering Committee Member, HSMAI Contact Center SIG 

During a Contact Center SIG session focused on Team & Agent Dynamics and Operational Excellence, industry professionals from organizations such as Hershey Entertainment & Resorts, Accor, IHG, Rosewood Hotels & Resorts, and others gathered to share their experiences, challenges, and strategies in managing contact centers effectively. The discussions revolved around enhancing agent engagement, improving quality assurance (QA), and optimizing operational workflows. 

  1. Evolving Quality Assurance Practices

One SIG member introduced a transformative approach to QA, emphasizing the “Art of the Interaction.” Instead of relying solely on rigid checklists, this method incorporates a more flexible scorecard that focuses on themes such as: 

  • Art of Listening: Ensuring agents genuinely understand and respond to guest needs without making assumptions. 
  • Art of Simplicity: Keeping interactions straightforward to avoid overwhelming guests. 
  • Art of Advocacy: Encouraging agents to work proactively towards solutions that benefit the guest. 

This approach aims to move away from checkbox evaluations towards a more holistic assessment of agent performance, fostering better guest experiences. 

 2. Balancing Revenue Generation with Service Quality

One participant highlighted the challenge of balancing high revenue generation with maintaining quality interactions. They shared experiences where top revenue-generating agents sometimes underperform in service quality during non-sales calls. To address this, the manager emphasized the importance of integrating quality metrics with revenue incentives to ensure agents focus on both aspects. 

Another representative from a hospitality company echoed similar concerns, noting that while top performers excel in revenue, their performance on “shop calls”—interactions that don’t result in bookings—may suffer. This discrepancy poses a challenge in maintaining overall service quality without compromising revenue goals. 

 3. Innovative Engagement and Coaching Strategies

The group discussed the implementation of a Career Development Hub, which includes day-in-the-life videos and skill-building resources. This initiative empowers agents to take ownership of their career paths and encourages continuous professional growth. 

Representatives from other organizations shared their approaches to cross-training and coaching. One company is developing a unified coaching framework to standardize coaching practices across different teams, while another has implemented cross-coaching, allowing agents to observe and learn from other departments. These strategies aim to enhance agent versatility and foster a collaborative work environment. 

 4. Addressing Staffing Challenges in Smaller Contact Centers

Managing staffing, especially for less desirable shifts like nights and weekends, presents unique challenges for smaller contact centers. Participants shared various strategies to tackle these issues: 

  • Hiring Part-Time Agents: Emphasizing the effectiveness of hiring part-time agents to cover specific shifts, allowing full-time agents to maintain preferred schedules. 
  • Shift Differentials: Mentioning the use of additional pay for undesirable shifts to incentivize agents, although this approach has had limited success in reducing turnover. 
  • Flexible Scheduling and Floaters: Highlighting the use of floaters—agents trained to manage multiple accounts and shifts as needed. This flexibility helps maintain coverage without overburdening full-time staff. 

 5. Leveraging Technology for Compliance and Efficiency

Another participant discussed the importance of maintaining PCI compliance by avoiding direct credit card handling during reservations. This shift has led to concerns about reservation security and potential increases in cancellation rates. To mitigate these issues, organizations are exploring AI-driven solutions to streamline processes and enhance compliance without compromising customer experience. 

    5 Key Takeaways: 

       1. Transform QA Practices: Move from rigid checklists to a more flexible, interaction-focused evaluation system. 

       2. Balance Metrics: Integrate quality service metrics with revenue incentives to ensure comprehensive agent performance. 

       3. Foster Career Growth: Implement career development hubs and cross-training programs to promote continuous professional development. 

       4. Optimize Staffing: Utilize part-time agents, shift differentials, and floaters to manage staffing challenges effectively. 

       5. Ensure Compliance: Leverage technology and AI solutions to maintain compliance and enhance operational efficiency. 

The Rise of the Bleisure Traveler

Emily Peck, CRME, Corporate Director of Revenue, Kampgrounds of America, Inc., HSMAI Rising Leader Council  Member 

Bleisure travel reflects the trend where professionals are extending their work trips to get some extra time to explore and relax…blending business and leisure. Combining business trips with leisure activities helps employees maintain a healthier work-life balance, reducing stress and burnout. Employees who can explore new destinations and enjoy leisure activities during business trips often report higher job satisfaction, better mental health, and improved productivity. 

The frequency of this type of trip has grown immensely following the pandemic, and research indicates this market is expected to grow by around 500% or more over the next decade. Based on this anticipated continued growth, it is crucial that rising leaders in the industry – who are very likely partaking in the trend itself – understand its impact on travel patterns, guest expectations, and opportunities to leverage these guests to drive revenue growth. To accommodate the growing bleisure trend, hotels and unique stay providers such as campgrounds should consider the following: 

  1. Flexible Booking Options: Offering flexible booking policies that allow guests to easily extend their business trips to add leisure time without burdensome hoops to jump through. 
  2. Amenities and Services: Providing and promoting amenities that cater to both business and leisure needs is crucial. This includes high-speed internet, comfortable workspaces, leisure facilities like pools and gyms, and concierge services that can assist with local leisure activities. 
  3. Special Packages: Creating special packages that combine business and leisure elements can attract bleisure travelers and generate repeat business. These packages might include discounts on extended stays, complimentary breakfast, or vouchers for local attractions. 
  4. Location and Accessibility: Hotels should emphasize their proximity to both business districts and popular leisure destinations. Easy access to transportation and local attractions can make a hotel more appealing to bleisure travelers. 
  5. Marketing and Communication: Effective marketing strategies that highlight the  property’s suitability for bleisure travel can attract more guests. This includes showcasing testimonials from previous bleisure travelers and promoting the property’s amenities and services that cater to this demographic. 
  6. Partnerships with Local Businesses: Collaborating with local businesses and attractions to offer exclusive deals or experiences can enhance the bleisure experience for guests. 

As remote work and flexible schedules become more prevalent, bleisure continues to appeal to employees and as such present a unique guest segment to leverage. Properties that are strategic in their approach to attracting bleisure guests now will continue to benefit from revenue growth as the segment expands over the next several years. 

 

Further Reading 

 

Questions for Your Team 

  1. As Rising Leaders in the prime bleisure demographic, what are the key factors that impact your likelihood to take a bleisure trip? What specific amenities or services do you think are most attractive for a bleisure traveler? Is there a change that needs to be made in how we revenue manage those offerings?  
  2. What role does technology play in capitalizing on bleisure travel trends, and how can we integrate tech solutions to boost guest satisfaction, length of stay and revenue? 
  3. How does the role of segmentation shift as the purpose of a trip becomes more blurry? 
  4. Looking forward, based on anticipated 500% growth in this type of travel, what future trends do you foresee in evolving in bleisure travel? How can we adapt revenue strategies to stay ahead of these trends? 

HSMAI Perspective: Looking Ahead

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

As we begin 2025, I am filled with optimism and anticipation as I find my stride as the President and CEO of HSMAI. The year ahead promises to be one of change but also growth. I have no doubt the organization will thrive in the coming years as we both honor and embrace the amazing legacy and strategic direction that Bob Gilbert established. The year will be filled with outstanding celebrations, networking, and education opportunities.  

I’d love to see you at the Adrians Award Celebration on February 18th at the Marriott Marquis, New York City. It’s a wonderful opportunity to recognize outstanding work in the industry and network with peers. The competition has always been a showcase and benchmark of best practices in hotel and travel-related marketing and media. We also recognize career achievement and the top 25 extraordinary minds awards.   

Later in the year we will build on the success of last year’s Commercial Strategy Conference, where we sold out. We fully expect to exceed last year’s attendance at the 2025 HSMAI Commercial Strategy Conference June 17th-18th in Indianapolis. It would be wise to save your spot early before we reach capacity. Keynote speakers and breakout sessions will cover leadership, sales, marketing, and revenue optimization strategies and tactics, and business planning.  

In the second half of the year, we will bring you the Curate Executive Insight Forum and Sales Leader Forum, both in Chicago, November 13th & 14th.  

Right now, I am attending the Commercial Strategy Conference at HSMAI Europe. Explore similar exciting events happening around the globe throughout the HSMAI regions. There are opportunities to learn, connect, and celebrate with HSMAI no matter where you are! 

Education and certification will continue to be a priority in 2025. With the rapid pace of technological advancements, staying current with the latest skills and knowledge is crucial. I personally am excited to deepen my knowledge through the HSMAI Foundation’s upcoming research. First there is the specially commissioned white paper on AI and talent. And then in quarter two, the annual publication on the State of Talent.  

The economic outlook for 2025 is promising, with hospitality leaders expressing strong confidence in both national and regional economies. I have similar confidence in HSMAI’s year ahead. Our success wouldn’t be possible without you. Thank you for your dedication and support, it makes HSMAI the vibrant community it is.  

Cheers to a prosperous 2025!