Finance, Op Planning & Forecasting

Hotel experiences have become increasingly tailored. Preferences remembered, services preempted, journeys smoothed out by systems that learn as guests move. AI and data analytics make all this possible, but they also raise an unavoidable question: what’s the cost of personalization?

"We have so much data, but we still don´t really get much out of it," was a recent lament from a major hotel chain. This is a common problem, so why is it so hard to turn data into quantifiable ROI?

Delivering a seamless and memorable guest experience isn’t just about great service – it’s about making smart, data-driven decisions at every stage of the guest journey. The best-run hotels no longer rely on gut instinct to anticipate guest needs. Instead, they use analytics to refine operations, personalize interactions, and remove friction points before they become problems.

We recently participated in a bid for a restaurant space in one of Paris’ heritage train stations. After conducting a thorough feasibility study, which included researching the station, competitive set, and customer traffic flowing through the train station (we had identified 4 customer target segments: commuters, tourists, neighborhood locals, and business travelers), we knew that if we won the bid and managed to execute our vision of the space, we would add significant value to the train station and that the space would have the potential to become a genuine F&B destination.

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.