Luke Martin

Record-low alcohol consumption, especially among younger travelers, is adding zero-proof menus across hotels, cruises, and tours.

For years, IHG was a midmarket powerhouse, with only InterContinental as a luxury side hustle. Now it has five luxe brands, but it must differentiate carefully.

Marriott's brand extensions like the new St. Regis Estates and recent Ritz-Carlton Yacht Collection show how the company aims to grow in ultra-luxury without diluting its brand equity.

Africa’s hotel boom is real thanks to growing demand for alternatives to overtourism, and TUI’s expansion signals confidence. But the long-term test will be whether TUI can convert pipeline optimism into actual openings.

Minor International plans to float an real estate investment trust (REIT) in mid-2026. That will be a key way for the hospitality group to slash its hotel ownership.

To paraphrase Ernest Hemingway: You go bankrupt two ways. Gradually and then suddenly.

Emblems shows Accor’s soft-brand ambitions at the high end. It looks smart on paper, but it only adds value if Accor keeps it feeling selective.

Accor’s Jean-Jacques Morin sees the future of travel playing out in the East, led by bold investments, strong leadership, and experience-centric hospitality. But he’s clear-eyed too: sustainability, tech disruption, and talent strategy will define who stays competitive by 2030.

Accor’s Group Deputy CEO Jean-Jacques Morin credits the Middle East’s decisive leadership for fueling hotel development. Morin says AI, loyalty, and live events will help define the company's next phase.

Capella wants enough hotels that wealthy travelers encounter the brand across continents, but few enough that each one still feels like a discovery. Not as simple as it sounds.