Knowledge category
Project feasibility, investment returns, acquisitions, and exits.
2026-10-11 · Professional Insights
Assess water, power and gas capacity, reliability, backup arrangements and upgrade costs, then reflect verified supply gaps in the hotel investment budget and transaction terms.
Read article2026-10-10 · Professional Insights
Start with guest convenience, then verify the business contribution. Assess parking duration, available spaces, incremental rooms and food and beverage business, and actual costs before choosing the scale and pricing of hotel EV charging.
Read article2026-09-03 · Professional Insights
Use seven guest-journey touchpoints and a property-specific priority matrix to find breakpoints before approving accessibility renovation spend.
Read article2026-08-22 · Professional Insights
Franchising is not trusteeship or passive income. Before signing, owners should map operating authority, spending authority and accountability so they know what to delegate, what to verify and what happens when performance or the relationship breaks down.
Read article2026-08-21 · Professional Insights
A tired-looking hotel does not automatically need a renovation. Before approving capital expenditure, owners should put demand, rate, channel mix, disruption, funding cost and exit value on one cash-flow view.
Read article2026-08-12 · Hotel Management
A feasibility model built around one future cannot show whether a hotel is safe when demand shifts. Test a base, pressure and recovery scenario before deciding to proceed, adapt or pause.
Read article2026-08-07 · Industry Analysis
The second half of 2026 is likely to bring sharper divergence across peak and weekday demand, occupancy and profit, domestic supply and global hotel capital. Five indicators provide a practical six-month monitoring framework.
Read article2026-07-25 · Case Study
Hotel franchise decisions should go beyond brand recognition, property count, and opening support. Owners need to assess whether a brand can keep improving product, pricing, channels, operations, and returns over the long term.
Read article2026-07-04 · Industry Report
Operators see thinner margins and harder work, while investors still see asset restructuring and professional operating opportunities. The contradiction disappears once hotel investment is viewed not only as property buying, but as operating capability.
Read article2026-06-16 · Industry Report
2026-06-05 · Industry Report
2026-06-03 · Case Study
2026-06-02 · Industry Report
2026-05-28 · Industry Report
2026-05-24 · Industry Analysis
2026-05-22 · Investment Decisions
2026-05-22 · Hotel Management
2026-05-15 · Industry Analysis
2026-05-07 · Industry Report
2026-05-06 · Case Study
2026-05-02 · Hotel Management
2026-04-28 · Hotel Management
2026-04-27 · Industry Report
2026-04-24 · Industry Report
