While some hotel markets celebrated their best July in years, others faced a significant drop in demand. Find out which factors separated the leaders from the laggards in our latest hotel performance review.

The tourism sector, recognized as one of the most dynamic industries, is highly vulnerable to economic, political, and social shifts. The tourism sector faces an ongoing challenge – the fragility of destinations during periods of crisis. Destinations that adopt a strategic and diversified approach achieve greater resilience and maintain their competitiveness even in adverse scenarios. The key lies in building a “mix” that integrates various attractions and capabilities, reducing dependence on variables such as price, specific events, passing trends, or niche markets.

There is a recurring moment of quiet frustration in nearly every audit cycle: the valuation report arrives – neatly packaged, meticulously worded – yet somehow not useful. Not entirely. You examine it, searching for alignment with financial reporting needs – inputs tied to the client’s forecast, assumptions that integrate with your models, rationale that aligns with ASC 820 definitions. Instead, you encounter a sterile narrative that seems to speak an entirely different language. You request a revision – perhaps a minor rephrasing or a narrower range. The appraiser declines. Not because they cannot, but because they will not. And if you are fortunate, they will cite USPAP as the reason.

We take a deep dive into the shifting fundamentals of the UK hotel market in eight key charts. Learn what they mean for owners, operators, and investors alike.

Financial and technical difficulties, cost-cutting and layoffs, and now the leadership change recently carried out by the company. The former pioneer of tech-based design accommodations is no longer among the top performers within its niche. In stark contrast, the serviced apartment brand Limehome regularly makes headlines with high occupancy rates of over 90 percent, repeated acquisitions, or its consistently strong expansion across Europe combined with very good performance in the hotel industry. But what if Limehome and its followers such as Numa and others are facing a similar path as Sonder?

Uncover the current landscape of New Zealand’s hotel sector with our latest report, covering the month of June and the first six months of 2025. From international visitor arrival and occupancy trends to RevPAR changes, find out which regions are thriving and which are struggling in today’s market.

It is important to consider these wage increases both in the context of the past years (inflation) and also to recognize that inflation is already factored into these increases. Moreover, it is also understandable that an appropriate wage increases the attractiveness of the industry. Nevertheless, wage costs are often among the largest cost factors for hotels and, alongside other rising costs, contribute significantly to the financial pressure on businesses. This is reflected, among other things, in the approximately 1,200 insolvencies expected in the gastronomy sector in 2024, according to the information service provider CRIF. Unfortunately, no more recent data is available at this time. However, a clear pressure following the pandemic can be observed.

Experience tourism has shifted from being solely about leisure to becoming a deeper, more purposeful journey. What once revolved around sightseeing and ticking off landmarks has evolved into immersive encounters with local culture, authentic activities, and meaningful connections. Today’s travelers aren’t just visiting—they’re seeking to live the destination. This evolution reflects the growing demand for personalized and authentic experiences that stray from mass tourism products. Tourists are looking for interaction with local communities, learning traditional skills, participating in local festivities, and understanding the cultural and historical context of the area.

The hospitality industry contributes to 3% of global carbon emissions, with hotel operations responsible for 1% and construction of new hotels accounting for the remaining 2% (UNTWO,2022). Additionally, the industry generates approximately 289,700 tons of waste annually, which include around 79,000 tons of food waste (Tostivint et al., 2016). As concerns over environmental impact and corporate responsibility grow, hotels globally are adopting multiple “green” initiatives aimed at reducing their carbon footprint, conserving resources, and improve community engagement.

Discover how Queenstown, Rotorua, and the luxury hotel segment are defying national trends and delivering standout results in an otherwise challenging May for New Zealand’s hotel sector.