Interestingly, the Starwood Preferred Guest program, beloved among frequent travelers, ranked near the bottom, and it's never fared well in past J.D. Powers' reports. So, why is it so admired, and why does Marriott want it so badly?
All guests are not alike and hotel brands need to know how to talk to each of them.
IHG is a giant, but it's the least inspiring of all the hotel chains and the one most in need of an outside spark to prepare of for anything but a lumbering future.
Airbnb's capability for growth is much greater than any traditional hotel chain but it can also disappear faster than you can type "enforcement of municipal zoning and/or condo board rules."
Hotel chains can't count on foreign visitors forced to pay too-high prices, but they may find success in catering to internal tourism at more sensible prices.
Starwood's board needed to take action to show its shareholders that it was taking steps to remedy its disappointing growth, both in terms of its own expectations and in light of its competitors' success.
From luxury to boutique brands, changes in how travelers research, book, and experience hotels are impacting key experiences and forcing hoteliers to innovate on a company-wide and brand level basis.
Global hotel groups are keenly focused on increasing room volume and their international footprint as a growing travel industry points suggests several strong years ahead. IHG is steady on its path.
In order for hotels to drive direct bookings, it's better to keep customers engaged and on their websites by providing an unbiased, less controlled take on the property than have them leave and seek out other review and booking channels.
Brand trust, fostered by communicating and delivering on a defined guest experience, is what keeps guests coming back year after year. Solomons focus on building trust is what drives all the smaller decisions from tech to training.