Travel & Data Trends

Park City is experiencing an unprecedented wave of residential and hotel development, driven by expanding ski infrastructure and growing year-round demand. This article places current lodging growth in context by comparing Park City’s hotel supply to that of other mature ski resorts, illustrating why the market remains well positioned to absorb additional inventory over time.

Hotel managers have a significant opportunity to improve their working relationships with meeting planners, ensuring smoother events and driving repeat bookings. By adopting a partnership approach, hotels can move beyond simply providing space to becoming indispensable collaborators. This guide details the 5 C’s of Partnership: satisfying meeting planner needs through Customization, Communication, Collaboration, Consistency, and Check-in.

Hartford’s hotel market has demonstrated strong performance, with occupancy and ADR exceeding pre-pandemic levels. However, a significant decline in hotel room supply has hindered the convention center’s ability to attract large-scale events, underscoring the need for additional lodging to support long-term competitiveness.The Hartford hotel market has undergone notable shifts over the past five years following the onset of the COVID-19 pandemic. The market rebounded relatively quickly, with occupancy levels in 2022 only modestly below 2019 levels and ultimately surpassing pre-pandemic performance in 2024. Average daily rate (ADR) recovered even more strongly, exceeding pre-COVID levels beginning in 2022 given the market’s pricing resilience and strong demand base.

The U.S. hotel industry did not move in one direction in 2025. It split.

In a market flooded with promises, awards and endless vendor emails, one signal still cuts through the noise: what other hoteliers actually say.

This article considers how the intersection of emotional decision-making significantly shapes the nuances of well-being, social good, and the increasing pursuit of living better and living longer. This also examines social values, genuine service, and the fragility of decision-making today in a world undergoing remarkable change. Why wellness-hospitality thrives, superficial ambitions don’t, and some essential untold risks that could hinder meaning, value, and growth through 2030.

What if a hotel operated less like a hotel, and more like software?

Often referred to as the “Pearl of the Ionian,” Taormina has long occupied a distinctive place in the imagination of international travellers. Since the nineteenth century, when it became an essential stop on the Grand Tour, the town has attracted writers, artists, and European aristocracy in search of beauty, inspiration, and refined leisure. Figures such as Oscar Wilde, D. H. Lawrence, and later Elizabeth Taylor and Greta Garbo, found in Taormina a discreet retreat overlooking the Ionian Sea, suspended between Mount Etna and the Mediterranean.

With the perfunctory New Year’s resolutions soon approaching, everyone is looking to starting fresh in 2026. For the hotel world, the appropriate adage is: “As one does at home, one will soon from their chosen travel accommodations.”

The hospitality and tourism industries are a global phenomenon that makes us feel closer to each other. As the famous quote that most hospitality professionals already know outlines, “tourism makes friends of people who would otherwise be enemies.” The author of this quote is debated but the sentiment is generally agreed upon by travelers and industry professionals alike. Yet, geo-political forces can impact the hospitality and tourism industries. These forces can be felt particularly strongly in the lodging industry.