Sean O'Neill

The latest acquisition by India's largest hotel group suggests that "experiential leisure" is becoming popular. "Experiential leisure" means "hotels with small room counts and home-like architecture, so vacationers can pretend they're not at hotels."

There's something appealing about a business model that makes money by saving other people money. So why is Amex GBT, the largest corporate travel management company, losing money?

Choice Hotels is adapting its business strategy because it believes the future of travel involves longer stays, Boomers prefering premium brands, and more trips built around sports and music events.

If you double your hotel empire over a decade, someone's eventually going to ask: "Hey, are we running this thing efficiently?" At Marriott, that someone is CEO Anthony Capuano.

Design Hotels is a Marriott brand that isn't quite a Marriott brand. It's more like an exclusive hotel club where 60% of owners have never run a boutique before. New boss Stijn Oyen is fine-tuning its strategy.

Royal Caribbean Group's CEO Jason Liberty has a strategy to push his customer base upmarket. Liberty believes there's more willingness among consumers to pay more for premium leisure travel than previously assumed.

Norwegian Cruise Line's story is essentially "everything is great and we're being careful to keep it that way for as long as possible."

Hyatt's larger rivals are racing to plant flags in every market. Hyatt is more selective and believes the payoff will be in attracting high-end consumers to its loyalty program.

MGM Resorts sees strong demand at its Las Vegas resorts continuing through year-end, despite minor performance hiccups in the third quarter.

Young travelers are flocking to cruise ships, and Royal Caribbean is cashing in by creating private ports and islands as new attractions.