As the industry approaches another pivotal year, hotel leaders are once again balancing immediate commercial pressures with longer-term strategic priorities. In our recent conversation with Daan de Bruijn of Bookboost, one of our Expert Partners, three interconnected themes consistently emerge as defining forces for the next phase of hospitality performance: reduced OTA dependency, practical adoption of AI, and a renewed focus on loyalty, storytelling, and guest connection.
Together, these shifts point toward a more data-driven, brand-led, and guest-centric operating model – one that general managers and commercial leaders will need to actively shape rather than passively respond to.
Here is the full interview and we have summarised some of the key points below.
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A Turning Point in OTA Dependency
OTA dependency is not a new conversation, but 2026 may mark a genuine inflection point. OTAs have earned their dominance by delivering scale, speed, and demand, and they will continue to play a critical role in distribution strategies. However, many hotels now recognize that over-reliance comes at a cost – most notably in commissions and lost ownership of guest relationships.
What is changing is the feasibility of alternatives. Advances in technology have made it easier for hotels to collect, organize, and activate guest and reservation data across systems. With improved CRM platforms, integrated tech stacks, and better analytics, hotels can increasingly engage guests directly throughout the lifecycle – from pre-arrival to post-stay – rather than surrendering that relationship entirely to intermediaries.
For revenue leaders, the opportunity is not about eliminating OTAs, but about rebalancing the mix. OTAs can remain a demand generator, particularly for new or independent properties, while a parallel mid- to long-term strategy focuses on direct bookings, repeat business, and lower cost of sale.
AI Moves From Experimentation to Execution
Artificial intelligence has already begun reshaping hotel operations, and 2026 is likely to bring greater clarity and confidence in how it is deployed. The technology itself is largely ready; the real differentiator will be how effectively hotels integrate AI into their existing system architecture and data environments.
AI-driven agents can support forecasting, pricing recommendations, guest communications, and operational workflows – but only when supported by clean data and clear governance. For general managers, this means viewing AI less as a standalone innovation and more as an enabler: a tool that automates routine tasks, reduces friction, and frees teams to focus on higher-value guest engagement.
Much like the early days of the internet, AI is now embedded in the industry’s trajectory. The competitive advantage will come from thoughtful application, not avoidance.
Loyalty, Storytelling, and Local Relevance
The final – and perhaps most underutilized – opportunity lies in loyalty and brand connection, particularly for small to mid-sized hotel groups. While global brands and OTAs have sophisticated loyalty ecosystems, many regional and lifestyle-focused groups have yet to fully capitalize on their appeal.
Today’s travelers want to belong to brands that reflect their values and offer meaningful benefits. Loyalty does not need to be complex or points-heavy. Simple, transparent incentives – such as direct booking discounts, exclusive experiences, or local partnerships – can be highly effective when paired with strong storytelling.
Sustainability, regeneration, and local culture are increasingly powerful differentiators. Whether through tangible initiatives or compelling narratives tied to a property’s history and community, hotels have numerous low-cost ways to deepen guest connection. Crucially, this requires understanding guests as individuals – not just segments – and aligning experiences with their motivations for travel.
The Road to 2026
Taken together, these themes suggest a clear direction: hotels that invest in data ownership, apply AI pragmatically, and build authentic guest relationships will be better positioned to control demand, protect margins, and strengthen brand equity. For general managers and commercial leaders alike, 2026 will not be about doing less – it will be about doing the right things with greater intention.
