Finance, Op Planning & Forecasting

Does innovation always need to be technology-based? Also in wellness, or in hospitality? This question comes up often during discussions with hospitality, wellness or spa colleagues. Being intrigued by the issue did a quick Google search: almost every page of the top hits Google found was referring to some sort of technological innovation.

On February 2025 HFTP finally launched the long-awaited 12th edition of the Uniform System of Accounts for the Lodging Industry (USALI), the standardized financial reporting system the hospitality industry has relied on for decades. The release of the 12th Revised Edition marks a significant milestone, introducing enhancements that align with contemporary industry practices and address emerging global challenges long ignored by the industry. What are the changes and how are these going to impact the hotel real estate business?

The hospitality workforce is evolving at an unprecedented pace. AI, automation, rising labor costs, and shifting employee expectations are forcing hotels to rethink how they manage labor. At Unifocus, we’re not just watching these trends—we’re helping hotels adapt with workforce solutions that balance efficiency, cost control, and employee experience.

As traditional markets face increased risk, savvy investors are turning their attention to an unusual asset class: luxury watches. No longer just status symbols adorning the wrists of the well-heeled, these timepieces are emerging as a robust vehicle for portfolio diversification.With the secondary market booming and brands like Audemars Piguet and Patek Philippe garnering returns that outpace those on the financial markets, could luxury watches be the next frontier for (ultra) high-net-worth individuals?

Best available rate (BAR) was the most commonly adopted strategy for pricing hotel rooms back in the 90s, but as the hospitality industry has evolved and become a sophisticated digital ecosystem of OTAs, own brand channels, and systems, a new pricing model was needed.

One of the most overlooked skills in getting a project over the finish line is not listing everything that needs to be done but deciding what will not get done. It’s easy to make an endless to-do list and allocate more resources in the hope that everything will magically fall into place. It rarely does.

The hospitality industry is at a crossroads. Mergers and acquisitions abound, shining a spotlight on the increasing role of hotel management groups centralizing and automating operations. With an influx of new technology aimed at increasing efficiency, hoteliers are facing a critical question: How do we navigate system fragmentation, choose the right tech partners, and ensure our business remains competitive in an increasingly complex environment?

The best hospitality experiences don’t just happen – they’re designed. And increasingly, artificial intelligence (AI) is playing a central role in shaping the way hotels anticipate and meet guest expectations.

Hotel investments represent a dynamic asset class within commercial real estate, attracting a broad range of investor types from private equity firms to real estate investment trusts (REITs) and high-net-worth individuals (HNWIs). Each investor category has a unique approach to asset acquisition, management, and divestment, making the timing and investor fit critical for maximizing a hotel’s selling price during its life cycle.

Hotel Asset Management is an intricate and essential facet of the hospitality industry. At its core, it is about optimizing the performance and value of a hotel property to achieve the owner’s investment goals. But beyond the numbers, it is about identifying value creation initiatives, nurturing relationships that drive success, cultivate innovation and, most importantly, maximise asset potential in this vibrant sector.