The Hospitality industry has had a challenging 2 years, but in all the chaos, there has been one bright spot, and that is the stabilization of trends and the feeling of being back to normal. Meetings are no longer talking about post-COVID recovery. They are no longer about comparing this year to 2019. Instead, questions are about pricing power, about guest mix, and about whether the business and segmentation are what is best for the property
After years of playing defense, hotels are starting to remember what it feels like to be in control. And that shift is going to be defined in 2026.
In all the chaos and business spikes and slowdowns, one fact has made itself known and that is that travel has become more intentional; people are still traveling and spending money. They are just doing it with a clear intention in mind. They are thinking, can a business trip to a vacation destination be extended into a leisure stay for the whole family? Recognizing this and where a property fits in this new travel world is key to success in 2026
Trips today are planned around something: a concert, a wellness retreat, a food scene, a race weekend, a family gathering. Guests are staying longer, traveling midweek more often, and mixing work with leisure in ways that did not exist a few years ago.
That changes what strong nights look like. Tuesdays and Wednesdays are no longer automatic soft spots for leisure markets, and weekends are not necessarily soft periods for business destinations. Shoulder nights can now go shoulder to shoulder with peak demand dates. Packages, experiences, and premium room types are starting to carry more weight than straight discounts.
Properties that lean into this are finding extra revenue in places they used to write off. Operators that do not still fill rooms, just not as profitable.
Corporate travel in 2026 is different than in 2019. Corporate travel is back, but it returned as a different animal. The old pattern of road warriors filling rooms Monday through Thursday has been replaced by more leadership retreats, off-site meetings, trainings, and team gatherings. There are fewer individual bookings, but they are often higher in value. Guests spend more on food, meeting space, and experiences. They also expect flexibility and a smoother booking process.
This kind of business can be incredibly profitable. But only if it is treated thoughtfully. Hotels that lump all corporate into a single rate bucket are missing the opportunity. The real money in 2026 will come from breaking that segment into smaller groups and pricing them in ways that reflect how they book and what they spend.
Just like corporate business, leisure business has changed, and the distribution side has evolved with it. OTA’s are still here; they are no longer the mean greedy channels that many brands shied away from. They are now a crucial partner in driving revenue.
What has changed is how much influence they now have over guest expectations. Travelers are more informed, more price-aware, and more likely to notice inconsistencies across channels. Clean rate structure and solid distribution are no longer “nice to have.” They are directly tied to how much confidence guests have in your brand. Hotels that protect their pricing structure tend to see steadier demand and stronger ADR over time. Properties that do not often feel like they are constantly pushing a boulder uphill.
Events Are No Longer Automatic Wins. Big events are coming back in full force. Sports tournaments, concerts, festivals, and major conventions fill calendars again. But events no longer guarantee great results. Some hotels will have winning weeks. Others will be left wondering why their pace never took off. The difference usually comes down to preparation. Operators that set up pricing floors early, protect inventory, and stay disciplined through compression tend to win. Those that wait for pickup to explode often sell out too soon and leave money behind. Timing matters more than ever.
The biggest shift heading into 2026 is not about new technology or new tools. It is about the mindset. Hotels are starting to care less about reacting quickly and more about seeing demand early. They want to understand what is coming before it shows up in their pickup reports. They want fewer surprises and more confidence in their pricing decisions.
That mindset shift is what will separate average results from great ones.
Where LUXE Pricing Comes In
This is where LUXE Pricing quietly fits into the picture. By analyzing forward-looking demand signals, competitive positioning, and how guests have historically responded to rate changes, LUXE Pricing helps hotels spot compression forming before it becomes obvious. It gives revenue teams the confidence to raise rates earlier, protect premium inventory, and avoid unnecessary discounting. Instead of constantly chasing demand, hotels can begin to lead it.
That is the real opportunity of 2026.