Marriott Bonvoy’s innovative approach earned them the HSMAI Adrian Award’s Best of Show honor in the Digital division for Marriott Bonvoy Land. The campaign successfully engaged younger generations by leveraging strategic partnerships and creating immersive experiences.
Learn more about the 2024 Adrian Awards Winners Here: https://adrianawards.hsmai.org/winners-gallery/
Steven Chrappa, Director of E-Commerce, Hard Rock Hotel New York, Rising Marketing Leader Council Member
International travel is a key piece of business for hotels in major markets as these guests stay longer and spend more when compared to domestic travelers. Many of these markets are returning to their pre-COVID levels so how are we as hotel marketers looking to introduce and reintroduce our hotels to key feeder markets? This is the topic I brought to HSMAI’s Rising Marketing Leader Council for discussion.
One Rising Leader Member shared, “Our approach includes tapping into the recognition of our brand, which globally resonates with a diverse audience.” The conversation among the group revealed a common theme: the need for targeted marketing and operational adjustments to serve international travelers better. Tools from various data platforms offer a granular look at who’s coming and from where, which helps in writing targeted marketing messages.
Hotels are testing other methods that range from leveraging strategic locations that appeal directly to international travelers to employing advanced analytics to understand and predict visitor behavior better. “It’s about more than just waiting for guests to book; it’s actively creating reasons for them to choose us,” adds a participant. This involves everything from customized promotions to partnerships that enhance direct booking opportunities.
Operational strategies are also evolving to meet the nuanced needs of international visitors. This includes employing multilingual staff and offering services that address cultural preferences and expectations. “Ensuring our guests can navigate their stay comfortably, from check-in to check-out, is paramount,” mentioned one RLC member. The importance of direct bookings is emphasized, with strategies aimed at reducing reliance on third-party booking platforms, which often obscure valuable guest data.
Questions for Your Team
Recent discussions with and Menti poll results from all three of HSMAI’s Rising Leader Councils have identified issues impacting our rising leaders. Looking at the challenges across commercial functions reveals nuanced concerns that vary across sales, marketing, and revenue management. Economic uncertainty was a concern across the board, closely followed by the need to manage rising operational and marketing costs effectively. Technology offers immense opportunities and presents some adaptation challenges, even for the digitally native generation. Read on for a look at each council’s rankings.
For sales professionals, the primary concern is rate management and revenue strategy conflicts.
Marketing leaders are primarily focused on rising operational and marketing costs as the issues impacting hotels. In the rank of what was impacting the rising leaders themselves, career progression topped the list. One participant shared, “there’s limited director of marketing positions for on-property. If you want to grow when you’re on property, you get pushed to corporate. Many may not want to jump into a portfolio of 30 plus because you still want to do social media, the fun activations and more of that guest experience marketing, but you get pushed more into analytical marketing, because there aren’t other positions to move into.”
Revenue management professionals cite economic uncertainty and inflation as their top concern. One rising leader suggested “Everyone’s uncertain when it relates to this and the reality is there is no magical formula to figure out which way it’s headed tomorrow or even a couple months from now. What’s most important is recognizing that uncomfortable feeling is mutually felt by everyone.”
Despite these variances, a unifying thread among all groups is the impact of economic uncertainty, which underscores the need for all disciplines to have a seat at the table. One participant astutely posited, “It’s so important to address this economic uncertainty with all teams, not just revenue management or sales or marketing. You have to bring in distribution as well. A key word that I’m using a lot lately is prioritization. What’s going to be our strategy moving forward? Are we going to be focusing more on heads and beds? Are we going to be focusing more on technological improvements. That has to be a conversation amongst the commercial strategy team.”
Technological adaptation, another theme, highlights the industry’s push towards digital transformation. For rising leaders, however, the challenges often extend into personal development, with issues like career progression, work-life balance, and leadership credibility. Burnout is a prevalent issue among rising leaders, driven by the need to manage multiple responsibilities and keep up with rapid technological changes. “With technology that’s ever changing…every morning you wake up and you feel like you have to be on top of the next trend or something new. And just when you think, I finally caught up, a new course comes out about something in digital marketing and you think oh, now I have to start all over again. You’re constantly feeling like you’re never caught up and you’re just go, go, going and you can never take a break.”
The leadership strategies that emerge in response to these challenges will likely define the success of the hospitality sector for years to come. Rising leaders are fostering environments where innovation is encouraged, collaboration is required, and learning is continuous.
They are seeking career pathways and mentoring programs can help mitigate some of the unique personal and professional challenges they face. Moreover, adopting flexible pricing and marketing strategies that can quickly respond to market changes will be crucial for maintaining competitiveness.
Rising Leaders Councils are made possible by funding from the HSMAI Foundation. They are two-year term advocacy groups, comprised of up-and-coming professionals working in a mix of hospitality roles (e.g., hotel on-property, regional, or corporate, DMO, DMC, Management Company, brand or partner, etc.), learn more about HSMAI Rising Leaders.
Brain Hicks, President and CEO, Hospitality Sales & Marketing Association International (HSMAI)
The recent Adrian Awards, “Wish You Were Here,” was a showcase of creativity and innovation that embraced the theme. As the first-time host, I was personally thrilled with the event’s success and the incredible talent on display. The Adrian Awards continue to be a testament to the ingenuity and passion of hospitality marketers who push boundaries and redefine what is possible in travel marketing.
Here are my takeaways from the event, each illustrating how this year’s participants made us all wish we were part of their incredible journeys.
During the celebration we also honored the career achievements of industry leaders. Victoria de Falco was recognized with the Winthrop W. Grice Award, for her visionary public relations strategies that have elevated the profile of numerous hospitality brands. Michelle Woodley was the honoree of the Albert E. Koehl Award, which underscored her profound impact on hospitality marketing and her leadership at Preferred Travel Group.
Thank you to everyone who attended the Adrian Awards, let’s take these inspirations from the night and integrate them into our practices. By doing so, we continue to elevate the travel experience, making every guest wish they were right there with us.
The HSMAI Foundation recently published a report, The State of Generative AI in Talent Management for Hotel Sales, Marketing, and Revenue Management, exploring the impact of generative AI on various facets of talent management, particularly focusing on the domains of hotel sales, marketing, and revenue management. It provides insights, data, and forward-looking perspectives that are essential for industry professionals to stay ahead in an ever-evolving landscape. This excerpt is taken from the first section of the newly released report.
Recruitment Revolution
In 2024, AI adoption in recruitment within the hospitality industry remains in its infancy. While AI holds the promise of revolutionizing talent acquisition, most organizations are still experimenting, focusing on basic applications like resume screening and job description writing. This cautious approach reflects concerns over data privacy, algorithmic bias, and the absence of tailored frameworks for hospitality. Budget limitations and a commitment to human oversight further temper the pace of adoption, with significant investments deferred until 2025. With that said, AI is being leveraged throughout the recruitment cycle with early success. In this section we’ll walk through tangible examples in the following areas:
The report also explores the strategic impact generative AI is having on recruiting, from creating new types of roles to attracting top talent.
Read the full report for even more insights into talent management using AI here: global.hsmai.org/research
The work of the HSMAI Foundation is made possible with support from our Corporate Talent Partners.
At recent HSMAI executive roundtables in New York, experts from Milestone, Sojern, and Lotus Marketing joined Digital Marketing Executives to discuss the impact of AI on marketing and advertising, sharing their insights, strategies, and how to avoid pitfalls.
AI in Marketing
The session opened with Anil Aggarwal, CEO, Milestone illustrating how AI is reshaping customer discovery and content personalization, significantly enhancing conversion performance. He pointed out the critical role of AI-driven traffic and the imperative for technically robust websites to support effective AI interactions.
Advancing into the advertising domain, Anil highlighted the powerful effects of AI, including automated ad creation and smart bidding techniques. He detailed how AI facilitates the creation of thousands of ad variations, optimizing content delivery in real-time to boost marketing efficiency.
Content Personalization
AI applications that are changing the game in content creation and personalization. He spoke about integrating AI into everyday workflows to not only enhance content quality but also ensure its relevance on a hyper-personalized level. This includes AI’s ability to craft personalized itineraries and trip plans, tailoring experiences to individual preferences.
Noreen Henry, Chief Revenue Officer, Sojern, emphasized the power of data-driven insights in achieving personalization at scale. Using Nike’s Run Club as a case study, she showcased how personalized workout plans and AI-driven coaching can be leveraged alongside predictive analytics for precise product recommendations.
Noreen outlined a four-step personalization strategy that utilizes historical data, real-time shopping habits, and guest experience insights to refine marketing efforts and elevate customer engagement.
Operational Efficiency and Data Literacy
Kimberly Erwin, Principal, Lotus Marketing stressed the importance of data literacy and operational efficiency as critical enablers for leveraging AI effectively. She noted how AI could amplify both strengths and weaknesses within business operations, underscoring the need for precise data and strategic alignment.
Kimberly explored AI’s role in enhancing customer experiences, explaining how predictive capabilities and personalized interactions can be optimized to improve customer satisfaction significantly. Seh advocated for a blend of human expertise and AI capabilities.
Thank you to the companies sponsoring this roundtable Lotus Marketing, Milestone, and Sojern. This Roundtable was attended by ownership groups such as Outrigger Hospitality Group Sonesta International, IHG, Peregrine Hospitality, Red Roof, CoralTree Hospitality, Castlerock Asset Management, Drury Hotels Company, LLC, Extended Stay America, FLYR Hospitality, and Preferred Travel Group.
HSMAI hosts this unique by-invitation forum annually for executives from ownership groups who specialize in a commercial role at their company. If you are interested in being invited next year, please email Brian Hicks.
Bernard Baumohl, chief global economist at The Economic Outlook Group, provided his insights during a session on ”A New World Order: Trump’s Impact on the US & International Economy,” during the HSMAI Destination Marketing Executive Roundtable, February 19, 2025. Among the takeaways:
HSMAI Executive Roundtables are networks of like-minded senior hotel leaders that meet face-to-face and virtually. They are a unique opportunity for executive-level peer groups to have meaningful dialogue in a confidential environment.
At a recent HSMAI Foundation Board meeting, members discussed what they think will be trending this year across the commercial workforce.
The HSMAI Foundation remains committed to its pillars of attracting, developing, and engaging talent through strategic initiatives. These efforts include industry partnerships, grants, mentorship programs, and resources that help professionals navigate career growth.
Our highly anticipated annual State of Talent report, set for a Q2 release, will provide deeper insights into talent trends and actionable solutions. Learn more about our board’s expertise,
The work of the HSMAI Foundation is made possible with support from our Corporate Talent Partners.
Nathan Kellar, Senior Director Distribution US/CAN + Global Wholesale, Marriott International*, HSMAI Global Distribution Advisory Board Member
In a recent Global Distribution Advisory Board (GDAB) discussion, we met to address challenges in segmentation blending and profitability that naturally occur within the wholesale segment as many traditional lines are being blurred. Many new entrants in the B2B and White Label space have attempted to solve some of these challenges by introducing transparency and control to their hotel suppliers.
Historically, bed banks and redistributors operated with limited transparency, often providing only aggregated performance data to suppliers, resulting in significant challenges. This lack of granular information hindered suppliers from making informed decisions about their distribution strategies.
However, the rise of evolved B2B platforms since 2019 have been prioritizing transparency and control, offering improved insights into downstream networks. “There are now operators out there that have identified this challenge and are offering full transparency and control as their primary value propositions,” highlighted one GDAB member
When one GDAB member asked what the ideal amount of transparency everyone would like to see, some advocated for sufficient visibility without compromising individual guest information. “We want more insight to understand the downstream network while protecting individual guest data,” a participant emphasized.
Participants discussed how AI can align distribution approaches with supplier strategies, enabling reactive decision-making based on real-time data. “AI can help manage what’s going on in the downstream network, aligning with the supplier’s strategic guidelines,” explained another GDAB participant.
We also considered strategic partnerships, with emphasis on aligning distributor objectives with those of suppliers. One member shared, “The distributors that genuinely understand that they must align closely with their supply partners’ strategies, rather than focusing solely on immediate grains or growth, are more likely to achieve long-term success in the industry. That approach is representative of a true strategic partnership.”
We looked ahead as well, and predictions included a reduction in reliance on traditional intermediaries and a move towards more direct distribution channels. “As technology broadens and becomes more commoditized, the ability to bring in distribution at a lower cost increase,” one member forecasted.
Questions for your team:
Read More:
* This article reflects the collective views of the individual HSMAI Global Distribution Advisory Board members, and not the views of the author alone or Marriott International.
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Thanks to our Gen Z panel for their insight into this generation’s travel & hospitality preferences!
The Top Takeaways:
💥 Gen Z is a generation of innovators
💥 Keep communication direct and real
💥 They value authenticity, innovation, and need to know “the why”
💥 Sometimes we need to chill on technology. Human connection is still key!
💥 They use AI to automate stay experiences, improve events & generate content
💥 Their travel search begins with the destination, and starts on social media
💥 Social media content needs to be authentic and real
💥 Video on websites is a must!
💥 Micromanaging in the workplace is a no-no
💥 Work/life balance means different things to different people, but the bottom line is to respect boundaries