Luke Martin

Hyatt has wagered billions on all-inclusive resorts, hoping that its nine luxury brands crack a market dominated by specialist operators.

Posadas is reshaping its portfolio for a post-pandemic traveler and challenging global players with a tailored, region-first strategy.

Neil Jacobs fundamentally redefined ultra-luxury resorts by positioning Six Senses with themes of wellness and environmental stewardship. This created a new market category that many rival brands have been emulating.

After selling these 15 resorts, Hyatt will once again look less like a real-estate company and more like a capital-light services business. It will be less likely to get clobbered during a downturn from volatile cash flows tied to depreciating assets.

Centralizing commercial operations sounds simple. But for firms like L+R, it means undoing years of siloed decisions across brands, tech stacks, and teams.

CEOs at big hotel brands like to brag about how little they own. Omni is betting that ownership still gives it an edge in design, service, and loyalty.

Ritz-Carlton’s cruise rollout may have been delayed but it's enjoying premium pricing - $10,000 and up per guest.

Hyatt’s evolving brand portfolio reflects a strategic push to capture every traveler type, blending upscale heritage with nimble, select-service offerings built for scale, local relevance, and global reach.

Premier Inn says it's outperforming rivals in a soft UK market, but it's doing so by squeezing more value from fewer guests, not a rebound in demand.

Dual-brand hotels reflect the hotel industry's new priorities: leaner costs to build and appealing to different types of guests.