F&B, M&E, Ancillary Revenue

Running a hotel has never been easy. And the challenge is made even harder for those hoteliers who still rely on legacy property management systems (PMSs) that are no longer suited to modern habits, expectations and technologies. Systems that hinder rather than drive efficiency for your teams.

Restaurant technology buyers are facing a paradox for 2025 – the need to balance diners’ desire for increasingly innovative, personalized service with market realities including rising costs, smaller workforces, and a dearth of vendor innovation. Fortunately, strategically integrated point-of-sale technology and systems are helping restaurateurs meet these challenges and exceed diner expectations.

Group travelers represent a highly sought-after segment in the hotel industry, yet they’re also among the most challenging to capture. The competition is fierce, the logistics are complex, and responding to RFPs can quickly become overwhelming. But the opportunity is too big to ignore. Private and corporate groups make up an increasingly important and growing segment of the post-pandemic travel market. To capture a share, hotels need to up their game with groups. It all starts with getting better at winning group RFPs.

The hospitality industry has long struggled with fragmented data locked away in isolated systems. But recent advances in technology are helping hoteliers achieve something that was once difficult: centralized, accessible data. This new wave of data connectivity allows hotels to securely integrate insights from all facets of their operations in near real-time, giving them control over their data and the ability to access it when and how they want.

The Covid pandemic amplified an existing challenge in hospitality: staffing shortages. When hotels shut down, many employees left the industry, finding better hours and pay elsewhere. As a result, hoteliers now face a staffing crisis, exacerbated by legacy systems and repetitive tasks that can deter new hires.

The word competitiveness is emerging as a theme for the new European Commission, a guiding principle for economic development, and an alarm bell to spur political leaders across Europe’s capitals to action. It is right, and the report by Mario Draghi couldn’t be more timely: Europe must take bold steps to sharpen its competitive edge in an increasingly fierce global environment.

In the ever-evolving hospitality industry, the use of business intelligence is becoming increasingly important. Hoteliers are recognizing the immense value that data brings to their business, from understanding drivers of demand to developing effective revenue management strategies. But the big question is – how willing are they to invest in new technology?

Data isn’t meaningful unless you do something with it. Let’s say your average RevPAR for June is $150. Alone, that doesn’t mean very much. But what if you compare that number to the average RevPAR, globally and within your region? If you measure whether you’re improving year-on-year, month-on-month? If you look beyond RevPAR to accompanying key metrics?

As the hospitality sector particularly in Europe seeks to enhance its social impact and reach the SDGs, there are valuable lessons to be learned from the gastronomic industry worldwide. Particularly, hotels can develop innovative business models that benefit their operations and contribute positively to their communities by working on product sourcing, collaborations, and measuring impact.

Couldn’t make it The Hospitality Show this year or just curious for a quick rundown? Let’s hit rewind and check it out together.