Articles

  • 6 days ago | hospitalitynet.org | Adam Mogelonsky |Larry Mogelonsky

    The Raffles Singapore is hallowed ground for the hospitality industry. A pilgrimage to there should be on everyone’s bucket list, but with such a storied past this can create an almost impassable bar for guest expectations. Yet from our latest visit, exceeding expectations is nevertheless the outcome for every guest, and therein lies a world of instruction on how to operate an ultraluxury hotel.

  • 1 week ago | hospitalitynet.org | Larry Mogelonsky |Adam Mogelonsky

    It’s easy to think wellness is just another bolt-on, like bath salts or green juice in the minibar. But the truth is, wellness isn’t just a trend. It’s a trillion-dollar shift in how people travel, spend, and stay. And if you are in hospitality, it’s your business to care. Not just in the fluffy “feel good” sense, but in a data-driven, revenue-boosting, loyalty-building kind of way.

  • 1 week ago | hospitalitynet.org | Adam Mogelonsky |Larry Mogelonsky

    Executive summary: Coffee and tea service, specifically herbal tea, as an in-room wellness amenity represents an area where there’s a strong opportunity for hotels to improve their presentation. This guestroom feature is easily accessible for all hotel categories due to low per-unit costs and scalable due to minimal labor inputs, thus representing a great entry to the wellness market.

  • 2 weeks ago | hospitalitynet.org | Adam Mogelonsky |Larry Mogelonsky

    For hotel brands near the top of the chain-scale, the requirement for creating meaningful experiences that embrace ‘sense of place’ becomes essential. In the constant pursuit of business growth, offering incredible and ‘peak’ experiences becomes essential for driving ADR and ancillary spend. This is what we call the ‘reason to visit’, inspiring word-of-mouth, boosting occupancy rating, and enhancing overall value in various ways.

  • 3 weeks ago | hospitalitynet.org | Adam Mogelonsky |Larry Mogelonsky

    RevPAR is a critical statistic for hotels. It always has been, always will be. But it has some gaps. Namely, it doesn’t quite fit in the modern world of hotels that’s focused on growing ancillary spend as well as the relationship between ancillaries and brand equity or commanding above-market rates. Further, RevPAR give owners a good understanding of profitability insofar as the flowthrough efficiency to GOP. So, what’s the most valuable metric for quantifying a hotel’s growth beyond RevPAR?

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