Ed Brock is an award-winning journalist who has worked for various U.S. newspapers and magazines, including with American City & County magazine, a national publication based in Atlanta focused on city and county government issues. He is currently senior editor at Asian Hospitality magazine, the top U.S. publication for Asian American hoteliers. Originally from Mobile, Alabama, Ed began his career in journalism in the early 1990s as a reporter for a chain of weekly newspapers in Baldwin County, Alabama. After a stint teaching English in Japan, Ed returned to the U.S. and moved to the Atlanta area where he returned to journalism, coming to work at Asian Hospitality in 2016.
LIKE MANY OTHER hoteliers across the country, Rupesh Patel of Orlando, Florida, has been hoping the small business loans available in the $2.2 trillion Coronavirus Aid, Relief, & Economic Security Act would help him keep his two hotels open during the crisis caused by the COVID-19 pandemic. That hope remains, but, also like thousands of others, it may take a little longer than expected to have fulfilled.
At the same time, hotel associations AAHOA and the American Hotel & Lodging Association are pressing for more money to be added to the program.
Banks have been overwhelmed by the massive wave of applicants for the $350 billion in Paycheck Protection Program loans included in the CARES Act since the process began on April 3. Patel was one of them.
“I think banks aren’t ready yet,” he said. “They haven’t gotten all the procedures they need from government, from the [Small Business Administration that administers the PPP]. They don’t even know how to process [the loan applications].”
“They’re going through hours and hours of meetings trying to figure out what the process is going to be and how we’re going to make it happen, but there are thousands and thousands of businesses that have applied. It’s not just a simple thing. I think it’s going to take a long time to get these processed.”
Even if lenders can take applications online, there must be a manual approval process, he said.
“The application they gave us was a manual application you have to print out,” Patel said.
California-based hotelier Sunil “Sunny” Tolani had a similar experience and also cited the manual upload process as a probable cause.
“Patience is the key,” he said.
Tolani said at the outset of the crisis that he was trying to keep his hotels open specifically because his employees were depending on him. The PPP loans will be worth the wait, he said.
“The Paycheck Protection Program is a game-changer and life saver for us. Our employees will be so excited to hear they will still be getting paychecks,” he said. “Because of this help, we can get through with a minimal amount of pain and suffering for something that wasn’t our employees fault.”
The delays are nationwide and could lead to more harm than good, according to a column on CNBC.com by Seth Levine, founding partner of Foundry Group, and Elizabeth MacBride, founder of Times of Entrepreneurship.
“The delays are putting millions of businesses at risk of closing, threatening their employees, their suppliers and their communities,” Levine and MacBride said in the column. “This is putting us all at risk of a deeper recession.”
Overwhelming numbers of applications are one cause of the delay, the article said. Bank of America had received applications from 177,000 small businesses, including 60,000 PPP applications, and Wells Fargo told the authors it was at capacity for its allotments under the program.
Perhaps a bigger problem, though, is the lack of guidance.
“The banks that are rolling out the program are unprepared and lack basic guidance from the SBA and Treasury Department on key details of the application process and the overall program,” Levine and MacBride said. “These businesses are the lifeblood of America. And we’re abandoning them almost completely to navigate this crisis on their own. Aid that is intended to help these businesses won’t get to them if we don’t take immediate steps to clarify the rules, get the technology up and running and begin a national coordinated campaign to communicate with and support all the small businesses that need help.”
Another issue, according to AAHOA and AHLA, is that the initial disbursement under the CARES Act is not enough.
Adding to the pot
A plan has been put forward by Senate Majority Leader Mitch McConnell and House Speaker Nancy Pelosi to add $250 billion to the PPP and other loan programs in the stimulus package. The legislation is needed to augment the CARES Act, said Cecil Staton, AAHOA’s president and CEO, because hotels need “a more nuanced and tailored stimulus that reflects their actual needs.”
“Lodging is a ‘signal industry.’ It was the first to feel the effects of this crisis as conventions, conferences, and vacations were cancelled, and it will likely be the last to recover because the lingering effects of the economic downturn and fears over COVID-19 will undoubtedly inhibit travel,” Staton said. “In fact, for hotel owners, April through September represents the busy season when they traditionally see the most receipts, but because of COVID-19, they are missing out on substantial revenue, and jobs are being lost. That’s why hotel owners not only have to ensure that they can continue to pay their employees, but also keep their businesses open by meeting debt service obligations."
AHLA sent a letter to Congress outlining the ways it thinks the CARES Act needs to be modified, said Chip Rogers, AHLA president and CEO. To begin with, the association is calling for the limit on SBA loans to be increased.
“The current limit will not allow a business owner to meet both payroll and debt service obligations beyond an estimated four to eight weeks. Consequently, it will result in continued layoffs of the very workers the bill seeks to protect,” Rogers said.
AHLA also called on Treasury, the Federal Reserve and the Securities and Exchange Commission to provide relief to hoteliers who may have trouble paying the mortgages they have that are commercial mortgage-backed securities (CMBS) loans. As Peter Berk, president of PMZ Realty Capital LLC Hotel Finance Group, pointed out in a webinar for AAHOA, the CARES Act does little to help with CMBS loans.
“Without action to shore up debt servicing, including in the CMBS market, this crisis will lead to widespread foreclosures, snowballing into mass disruption and a critical lack of liquidity in the commercial real estate market,” Rogers said. “With the additional actions we are recommending, the hotel industry will be in a stronger position to make it through this unprecedented crisis, while building a foundation for a stronger tomorrow.”
Peachtree recognized by Inc. and the Atlanta Business Chronicle.
Named to the 2025 Inc. 5000 list for the third year.
Chronicle’s Pacesetter Awards recognize metro Atlanta’s fastest-growing companies.
PEACHTREE GROUP ENTERED the 2025 Inc. 5000 list for the third consecutive year. The company also won the Atlanta Business Chronicle Pacesetter Awards as one of the city’s fastest-growing private companies.
The Inc. 5000 list provides a data-driven look at independent businesses with sustained success nationwide, while the Business Chronicle’s Pacesetter Awards recognize metro Atlanta’s fastest-growing privately held companies, Peachtree said in a statement.
“We are in the business of identifying and capitalizing on mispriced risk, and in today’s environment of disruption and dislocation, that has created strong tailwinds for our growth,” said Greg Friedman, managing principal and CEO. “These recognitions validate our ability to execute in complex markets, and we see significant opportunity ahead as we continue to scale our platform.”
The Atlanta-based investment firm, led by Friedman; Jatin Desai, managing principal and CFO and Mitul Patel, principal, oversees a diversified portfolio of more than $8 billion.
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AHLA Foundation is partnering with ICHRIE and ACPHA to support hospitality education.
The collaborations align academic programs with industry workforce needs.
It will provide data, faculty development, and student engagement opportunities.
THE AHLA FOUNDATION, International Council on Hotel, Restaurant and Institutional Education and the Accreditation Commission for Programs in Hospitality Administration work to expand education opportunities for students pursuing hospitality careers. The alliances aim to provide data, faculty development and student engagement opportunities.
Their efforts build on the foundation’s scholarships and link academics to workforce needs, AHLA said in a statement.
"We're not just funding education—we're investing in the alignment between academic learning and professional readiness," said Kevin Carey, AHLA Foundation president and CEO. "These partnerships give us the insights needed to support students and programs that effectively prepare graduates to enter the evolving hospitality industry."
ACPHA will provide annual reports on participating schools’ performance, enabling the Foundation to direct resources to programs with curricula aligned to industry needs, the Foundation said.
Thomas Kube, incoming ACPHA executive director, said the partnership shows academia and industry working together for hospitality students. The collaboration with ICHRIE includes program analysis, engagement through more than 40 Eta Sigma Delta Honor Society chapters and faculty development.
“Together, we are strengthening pathways to academic excellence, professional development and industry engagement,” said Donna Albano, chair of the ICHRIE Eta Sigma Delta Board of Governors.
U.S. holiday travel is down to 44 percent, led by Millennials and Gen Z.
Younger consumers are cost-conscious while older generations show steadier travel intent.
76 percent of Millennials are likely to use AI for travel recommendations.
NEARLY 44 PERCENT of U.S. consumers plan to travel during the 2025 holiday season, down from 46 percent last year, according to PwC. Millennials and Gen Z lead travel intent at 55 percent each, while Gen X sits at 39 percent and Baby Boomers at 26 percent.
PwC’s “Holiday Outlook 2025” survey found that among those not traveling, about half prefer to celebrate at home and cost concerns affect 43 percent, rising to 50 percent for Gen Z non-travelers. Visiting friends and relatives remains the main reason for holiday travel, cited by roughly 48 percent of those planning trips.
Younger consumers are more cost-conscious, while older generations show steadier travel intent. This split influences travel operators’ planning: younger travelers may require clear value, bundled perks and flexible options, whereas older travelers respond to reliability and convenience. Despite overall spending pressure, travel remains a key priority, reflecting its social and emotional importance during the holidays.
PwC surveyed 4,000 U.S. consumers from June 26 to July 9, with 1,000 each from Gen Z, Millennials, Gen X and Boomers, balanced by gender and region.
Generational spending patterns
Gen Z plans a 23 percent reduction in spending after last year’s 37 percent surge, while Boomers expect a 5 percent increase. Millennials are largely flat, down 1 percent and Gen X edges up 2 percent. Overall holiday spending is down 5 percent, with gift spending falling 11 percent, while travel and entertainment budgets remain stable, increasing 1 percent.
Households with children under 18 plan to spend more than twice as much as households without, averaging $2,349 compared to $1,089, highlighting the focus on family-centered experiences.
For travel and hospitality operators, these patterns suggest stronger conversion potential among older cohorts with steadier budgets and the need for clear value and cost transparency for younger travelers. Consumers are prioritizing experiences and togetherness over material gifts. Flexible fares, transparent pricing and bundled benefits such as Wi-Fi, breakfast, or late checkout can reinforce value and encourage bookings, especially among younger demographics. Gen Z’s pullback makes price-to-experience ratios decisive.
AI, timing and travel strategy
About 76 percent of Millennials say they are likely to use AI agents for recommendations, signaling a shift to “assistant-first” travel discovery. Operators must provide structured, AI-readable content, including route maps, fees, loyalty policies and inventory availability. Brands that do not may be invisible in AI-driven search and recommendation systems.
This year’s late Thanksgiving on Nov. 27 compresses the holiday booking window. Short-haul visiting-friends-and-relatives trips may see bunched reservations, increasing demand for early inventory visibility, simple cancellation policies and accurate last-minute availability. Operators should hold a portion of inventory for late bookings, streamline mobile checkouts and maintain flexible policies to capture last-minute travelers.
Strategies should be generationally targeted. Boomers and Gen X respond to comfort, reliability and multi-generational options, while Millennials and Gen Z require clear value and AI-optimized offers. Focusing on VFR travel through “home for the holidays” packages, flexible dates, partner transport and easy add-on nights can capture demand in key residential hubs.
Despite overall spending declines, travel remains a priority. Operators that deliver transparent value, AI-ready content and offers tailored to each generation can maintain bookings, convert last-minute demand and meet consumers’ evolving holiday expectations.
A TravelBoom Hotel Marketing report found that Americans continue to prioritize travel despite inflation and economic uncertainty, but with greater financial caution. About 74.5 percent plan a summer vacation and 17.5 percent are considering one, showing strong demand linked to careful budgeting.
Global hotel RevPAR is projected to grow 3 to 5 percent in 2025, JLL reports.
Hotel RevPAR rose 4 percent in 2024, with demand at 4.8 billion room nights.
London, New York and Tokyo are expected to lead investor interest in 2025.
GLOBAL HOTEL REVPAR is projected to grow 3 to 5 percent in 2025, with investment volume up 15 to 25 percent, driven by loan maturities, deferred capital spending and private equity fund expirations, according to JLL. Leisure travel is expected to decline as consumer savings tighten, while group, corporate and international travel increase, supporting RevPAR growth.
Major cities continue to attract strong demand and investor interest, particularly London, New York and Tokyo. APAC is likely to post the strongest growth, fueled by recovering Chinese travel, while urban markets remain poised for continued momentum.
Lifestyle hotels are emerging as the new “third place,” blending living, working and leisure. The trend is fueling expansion into branded residences and alternative accommodations. JLL said investors must weigh regional performance differences, asset types and lifestyle trends when evaluating opportunities.
Separately, a Hapi and Revinate survey found fragmented systems, inaccurate data and limited integration remain barriers for hotels seeking better data access to improve guest experience and revenue.
Fragmented systems, poor integration limit hotels’ data access, according to a survey.
Most hotel professionals use data daily but struggle to access it for revenue and operations.
AI and automation could provide dynamic pricing, personalization and efficiency.
FRAGMENTED SYSTEMS, INACCURATE information and limited integration remain barriers to hotels seeking better data access to improve guest experiences and revenue, according to a newly released survey. Although most hotel professionals use data daily, the survey found 49 percent struggle to access what they need for revenue and operational decisions.
“The Future of Hotel Data” report, published by hospitality data platform Hapi and direct booking platform Revinate, found that 40 percent of hoteliers cite disconnected systems as their biggest obstacle. Nearly one in five said poor data quality prevents personalization, limiting satisfaction, loyalty and upsell opportunities.
“Data is the foundation for every company, but most hotels still struggle to access and connect it effectively,” said Luis Segredo, Hapi’s cofounder and CEO. “This report shows there’s a clear path forward: integrate systems, improve data accuracy and embrace AI to unlock real-time insights. Hotels that can remove these technology barriers will operate more efficiently, drive loyalty, boost revenue and ultimately gain a competitive edge in a tight market.”
AI and automation could transform hospitality through dynamic pricing, real-time personalization and operational efficiency, but require standardized, integrated and reliable data to succeed, the report said.
Around 19 percent of respondents cited communication delays as a major issue, while 18 percent pointed to ineffective marketing, the survey found. About 10 percent reported challenges with enterprise initiatives and 15 percent said they struggled to understand guest needs. Nearly 46 percent identified CRM and loyalty systems as the top priority for data quality improvements, followed by sales and upselling at 17 percent, operations at 10 percent and customer service at 7 percent.
Meanwhile, hotels see opportunities in stronger CRM and loyalty systems, integrated platforms and AI, the report said. Priorities include improving data quality for personalized engagement, using integrated systems for real-time insights, applying AI for offers, marketing and service and leveraging dynamic pricing and automation to boost efficiency, conversion and profitability.
“Clean, connected data is the key to truly understanding the needs of guests, driving amazing marketing campaigns and delivering direct booking revenue,” said Bryson Koehler, Revinate's CEO. “Looking ahead, hotels that transform fragmented data into connected data systems will be able to leverage guest intelligence data and gain a significant advantage. With the right technology, they can personalize every interaction, shift share to direct channels and drive profitability in ways that weren’t possible before. The future belongs to hotels that harness their data to operate smarter, delight guests and grow revenue.”
In June, The State of Distribution 2025 reported a widening gap between technology potential and operational readiness, with many hotel teams still early in using AI and developing training, systems, and workflows.