https://www.mckinsey.com/capabilities/operations/our-insights/coo-excellence-the-next-generation-of-leadership
No longer just operators, today’s COOs sit at the intersection of strategy, execution, and partnership with the CEO.
The role of the chief operating officer is evolving rapidly as organizations navigate an increasingly complex and fast-changing business environment. In this episode of
McKinsey Talks Operations, host Daphne Luchtenberg explores how the COO role has become both more critical and more complex—and why it is increasingly a pathway to the
CEO role.
The following conversation has been edited for length and clarity.
Daphne Luchtenberg: In many organizations, the person overseeing day-to-day operations isn’t always referred to as the chief operating officer, or COO. Today, we’ll use it as a convenient shorthand, recognizing that the role of COO can be as diverse as the organizations it serves, with titles ranging from president to chief supply chain officer. Yet no matter the title or organizational nuance, one truth remains—the role of COO has never been more critical or more complex. Operating in an increasingly complex external environment, COOs are expected to be true strategic partners, not just traditional operational leaders who keep everything running on time and on budget.
It’s no surprise that the COO role is increasingly becoming a proving ground for
future CEOs, with 40 percent of new CEOs in 2024 having held either COO or president titles just before stepping into the top job. So what does it take to thrive in this high-stakes role? And how can COOs not only keep the wheels turning but also shape the future of their organizations?
Before we launch into the conversation, I really want to get a point of view from you both about what prompted you to kick off this COO effort now.
Darryl Piasecki: Working with COOs is not new. Tony and I have been counseling COOs for 15 to 20 years now, and in the process, we’ve discovered that there’s a lot out there for CEOs, CFOs, and other C-suite roles, but there seems to be a bit of a gap in what is being published and disseminated around the COO role specifically. That’s perhaps because the role is so varied across organizations. Not every organization has a named COO, even though someone is filling that role. So I think that’s made it tough to focus on in the past.
Daphne Luchtenberg: And Tony, how about you?
Tony Gambell: Darryl makes a great point about the gap in focus on COOs. For me, COOs are the unsung heroes of the C-suite. They’re the ones who turn strategy into action. It’s usually behind the scenes, but the role is so varied and complex, it doesn’t always get the attention it deserves. So what’s exciting to me about this effort is we have an opportunity to shine a light on the incredible work COOs do and explore how they can amplify their impact even further.
Daphne Luchtenberg: Why is now the moment that this topic is so important?
Darryl Piasecki: Well, put simply, operations delivers a strategy. Other functions, of course, are valuable, but ultimately, the operation produces the goods or services in a manner driven by the business strategy. And today, CEOs are spending an increasing share of their time focused externally.
We’ve all seen the impact of rapid media cycles and social pressures on companies. This leaves less time to focus internally on the operation, and this is where the COO can fill that role. Now, it’s not to say that’s as simple as putting their heads down and just producing—the COO must recognize the operations mandate and have a clear, actionable vision and a well-defined agenda.
Daphne Luchtenberg: Tony, can you say more about this interesting and important relationship between the CEO and the COO?
Tony Gambell: The COO has to be tied in with the CEO on everything. The CEO is defining the vision and strategy for the company. The COO is delivering the vision. That can be complex and difficult when things are changing every day. Supply chain strategies take a long time to shift, but COOs are expected to deliver all the time. So that relationship is going to be really important between the CEO and COO—to have trust and give respect to the challenges the COO faces every day.
Darryl Piasecki: It depends on the context of the company, the context of the sector, what’s happening right now, and the context of the CEO themselves. What strengths do they bring? What gaps do they have? When working with COOs, I usually start with two questions.
The first one is: “Why does the company have a COO role? What is it intended to do? What purpose is it providing?” And then number two: “Why are you specifically in that role? What strengths do you bring? What experiences? What are you brought in to deliver that someone else could not?”
Daphne Luchtenberg: In 2024, we published an article on the
COO agenda. Can you lay out the set of actions that we put down on paper?
Tony Gambell: There are really five things that a COO should focus on when developing their agenda: define a vision, build a clear plan and one they’re ready to execute, foster strong relationships, focus on organization and talent, and establish a personal operating model.
Daphne Luchtenberg: Darryl, let me ask you, then, about the importance of setting a vision. Can you say more about that?
Darryl Piasecki: We’ve mentioned vision a couple of times already, and this is absolutely essential because everything else cascades from here. So you’ve got to take the time to start here and get this right. It needs to be grounded in the business strategy, the mandate for operations, and the context.
It’s got to be clear to everyone in operations as well as to adjacent functions—and it needs to be measurable.
It sounds really simple, but I found that, in practice, it is actually more difficult, and many operations leaders move forward without a very clear articulation of what drives the business outcomes. You’ve got to cascade what the vision is to what actually drives the outcome of operations.
One company I worked with worked really hard to raise the performance of individual sites until all of them showed green on their dashboard, only to discover that the company-wide operating performance was still red. This is a case where the linkages were broken between the overall strategy and the operational initiatives that were happening on the ground.
So now, once we have a vision, we need to transition that to action. A vision without a plan is just a wish. So you’ve got to have a plan and the ability to execute well.
Now, the specific time horizon for that plan varies, but it must be long enough to include the strategic elements needed for your context at the time. We’ve all heard about 100-day plans. There’s nothing magical about 100 days; just know that’s simply the tactical first part of executing the plan. But in all cases, you need to start with the vision, and then the plan will follow.
Daphne Luchtenberg: Tony, tell me about some of the nuances when it comes to putting that plan down on paper.
Tony Gambell: A lot of the challenges, and the things we talk about, are the nuances. Let me go through a couple of examples. One COO I’m working with has a growth agenda and, at the same time, is being asked to cut costs. Another COO is being challenged as they’re working through a merger and trying to figure out how to focus on running the business while also focusing on integration. Another COO is focused on driving OTIF [on-time, in-full] and, again, with the conflict of having to reduce costs. So all these things are the nuances, but they’re all part of the everyday life of a COO.
Darryl Piasecki: I’ll share two examples of COOs I’m working with now. In both cases, it comes down to clearly articulating the business need in the given context and finding those drivers or the “what matters.”
One scenario is where the overall business strategy is a requirement for growth. They’ve got lots of infrastructure they need to grow into, and this is where the operation needs to focus on service to be competitive in order to grow in their sector.
The other one was a logistics company that needed to increase throughput to meet forecast demand but didn’t have the time or the capital to invest in infrastructure. So it was really about how do you operate to increase throughput with what you have. Everyone often assumes that operations is about cutting costs—and often pressure from other functions and stakeholders is about cutting costs—but in both of those scenarios I just described, saving a few cents per year isn’t going to deliver the strategy. It’s really about service or throughput in order to deliver the business strategy.
Daphne Luchtenberg: Darryl, we were talking about the operating model before, so say a bit more about the COO’s operating model.
Darryl Piasecki: COOs need to manage how they spend their time, how they spend their attention, how they lead, and how they interact with other stakeholders. I like to use the analogy that their role is more about being a head coach than a star player. And the COO needs to make that shift and think about what COO-only topics are. It’s no longer just about being a great operator.
One COO I worked with used a basketball analogy and described it as leaning into your left hand, which meant to improve shooting with your nondominant hand, or in the COO role, getting stronger in areas that are outside your core expertise.
He had been a great operator throughout his full career, but now he needed to learn things like business case analysis to pitch ideas to the CEO or
CFO for major operations and investments. This required reviewing, explaining, and asking hard questions of his own staff.
Another COO reflected that in his previous role, he was a great operator and site leader, but then he had to learn more about technology as they were implementing an ERP [enterprise resource planning] and advanced manufacturing technology. This required him to learn much more about technology and how to interact with the tech organization.
Daphne Luchtenberg: I like that, Darryl. Because in fact, what you’re saying is you need to learn the language of your peers. You need to learn the language of the
CIO [chief information officer]. You need to learn the language of the CFO. Tony, can you say a bit more about how you build those stakeholder relationships as a COO?
Tony Gambell: Oftentimes, the constraint on delivering the strategy lies with stakeholders and people who are outside your own organization. So developing deep relationships with people like the CIO, the CFO, the CHRO [chief human resource officer]—all those are going to be important because they help unlock different parts of the strategy that you’re trying to deliver. They give you degrees of freedom that you don’t have in your own organization.
Darryl Piasecki: This goes back to that COO-only aspect you talked about before. If a COO tries to maintain that same operations focus and effectively acts as a super-site leader, no one is interfacing with the CMO, no one is interfacing with the CIO, and that’s actually a gap that’s going to hold back the operation. This then becomes a COO-only topic, where the COO needs to engage with those stakeholders in order to implement their vision.
Tony Gambell: There’s no one else in the organization who can bridge that gap. So the COO really has a new role now to engage other stakeholders in a way that enables their teams and enables them to deliver their strategy.
Daphne Luchtenberg: Yes, because operations is where it all comes together effectively, right? So how do you then coach COOs to think about their own success?
Tony Gambell: We often coach COOs when they are new to the role. We also often coach COOs who are seasoned, but something has happened to change their agenda. And in all those situations, it’s just important for COOs to have a different sounding board, a different voice to talk through things. So we work with COOs in a lot of different ways, but at the end of the day, our work with COOs is around helping them really clarify and crystallize their agenda in a way that’s executable.
Darryl Piasecki: I would say the other area where counseling helps COOs is in setting that vision, the strategy for the business drivers that really matter. I’ve seen multiple COOs who try to do a little bit of everything. They’re trying to focus on cost, they’re trying to focus on throughput, and they’re trying to focus on service, without actually stepping back and thinking, “What matters for my business context right now? What matters for my business strategy right now?”
Strategies are often defined not only by what you choose to do, but also by what you choose not to do or what you choose to deprioritize. I’ve seen great success among COOs who can really articulate: “Here are the two or three things that matter for my business and help the organization focus and help the organization make those independent decisions.”
Daphne Luchtenberg: And then when you’ve got that vision, the next piece is to make sure you’ve got the team in place to execute on that, right?
Tony Gambell: Yes, that is the next step. And the reality is you could have the best vision and the best plan to deliver that vision, but you really do need people to execute. So I work with COOs quite often and talk through the different people on their teams and understand their capabilities, their capacity, and their overall will to drive the type of performance the COO is aiming to achieve. And look, there’s always a gap, and there’s always something to work through. Some of that is solved with leadership, but a lot of it is solved with finding the right people for the right roles to execute.
Daphne Luchtenberg: I can imagine you’ve both gotten a lot of insights from the COOs you are working with as you’re building the coaching relationships. What’s standing out in those conversations?
Darryl Piasecki: Since we started this effort, we’ve talked to dozens of COOs, and one question I always ask is: “What would be helpful?” And unprompted, the number one answer is always that they value getting together with peer COOs. They really want a community. So we’re looking to put a lot of effort into building that and bringing groups together.
Daphne Luchtenberg: What’s the one piece of advice you would give a COO who is enrolled today?
Tony Gambell: I think the most important thing for a COO is to know what matters—to know what matters to deliver the vision for the company, to know what matters to execute their plan, and to have the ability to discern when things change and the “what matters” changes.
Darryl Piasecki: Yes, spot on, Tony. The other thing I would add is that as a COO, you’re going to have more demands than you have time for and more things vying for your attention. You need to really focus on “What are the COO-only topics that I need to spend my time on?” And then delegate the rest to your team.
That may mean you need to upskill your team or make changes to get the right people in place to enable you to delegate, but [it really comes back to] focusing on those COO-only topics—who you engage with and where you focus your energy.
Daphne Luchtenberg: So, Tony, what’s on the horizon for you and Darryl as you both build out this program?
Tony Gambell: Next, we continue to be excited about helping COOs become better COOs. Whether that’s providing new insights, connecting folks in a community to other COOs, or just being a sounding board one-on-one, the time for the COO is now, and we’re excited to be a part of that.
Daphne Luchtenberg: Thanks so much for joining me. I’m going to be inviting you back later in the year so we can hear more about this exciting new development for the COO Excellence Forum.
That was a fascinating rundown of what COOs should be thinking about. It seems clear that the role of the COO has transformed from being a traditional operational leader to being a true strategic partner. Working alongside the CEO, this role has a hand in delivering the organization’s vision and strategy.
That shift is critical in today’s complex environment. The best COOs articulate a clear vision, build strong teams, foster stakeholder relationships, and delegate the day-to-day operations to focus on strategic priorities.
COOs should build their agenda around five pillars: vision, plan and execution, stakeholder engagement, organization, and talent. And they should have a personal operating model to ensure a sustained impact and organizational alignment.
The COO role is mission critical for delivering strategy and for driving system-wide outcomes. By driving a clear agenda, COOs can unlock their full potential and position themselves as transformational leaders—and even future CEOs.
How AHLA is pushing for labor relief for US hoteliers ahead of major events Top US hotel lobbying group hopeful for World Cup, LA Olympics
The LA28 Olympic cauldron is lit during a ceremonial lighting at the Memorial Coliseum in Los Angeles on January 13, 2026, ahead of the launch of ticket registration for the 2028 Summer Olympic Games. (Getty Images) https://www.costar.com/article/2074179389/how-ahla-is-pushing-for-labor-relief-for-us-hoteliers-ahead-of-major-events
While labor shortages have gone from the singular issue the hotel industry was fixated on immediately post-pandemic to one of a litany of topics to keep in mind, it remains the top issue the American Hotel & Lodging Association is contending with, according to an executive from the industry's top lobbying group.
Speaking on the latest episode of the CoStar News Hotels podcast, AHLA Executive Vice President of Policy, Regulatory and Legal Chirag Shah said it's still a major pain point for American hoteliers.
"Top of mind for us, first and foremost, has long been addressing labor shortages," he said. "More than half of AHLA members continue to experience labor shortages, and so ensuring that folks have enough workers to be able to support their guests, provide the excellent customer service that we are known for in the hospitality industry, is top of mind."
Staffing hotels and maintaining service levels will only grow more important during upcoming mega events such as the FIFA World Cup and the 2028 Olympics in Los Angeles. Shah believes those events can live up to the hype, provided the U.S. government is thoughtful about maximizing international demand.
"Our goal has long been that if they have a seamless experience getting to the country, then they're going to really enjoy their experience while they're in the country," he said. "And that's what they're going to take back with them. So our industry has long had that as a hallmark. We're optimistic that we're going to capitalize on that."
How private equity firms, smaller hotel ownership groups differ in approach
'Main Street' companies more patient with investments than 'Wall Street'
(From left) Gencom's Karim Alibhai, Noble Investment Group's Mit Shah and Blackstone's Scott Trebilco speak during the "Wall Street Talks" panel at the 2026 Hunter Conference. (Hunter Conference)
https://www.costar.com/article/443754627/how-private-equity-firms-smaller-hotel-ownership-groups-differ-in-approach
ATLANTA — In the vast neighborhood that makes up the U.S. hotel industry, everyone is dealing with the same market fundamentals. The approach to investments can vary depending on where the money is coming from.
Hotel executives speaking at the "Wall Street talks" and "Main Street talks" panels at the recent 2026 Hunter Conference discussed how economic factors have affected the hospitality business from their perspectives.
Mitch Patel, CEO and founder of Vision Hospitality Group, said the big investment companies tend to take a macroeconomic approach whereas smaller management and development companies pay closer attention to the minutiae of the hospitality business.
There's perhaps no greater example of this than their approaches to labor in the current lodging and macroeconomic environment.
Both factions view labor as a challenge in today's environment, but the operators see an opportunity to drive extra profits through training its staff whereas the private equity firms see the rising costs as a chance to address efficiencies across all cost centers.
"My friends that are Wall Street, they often forget that this is a people business," Mitch Patel said. "What's your culture look like in your organization, your associate engagement, your guest satisfaction?"
Vision Hospitality Group, based in Chattanooga, Tennessee, has 44 hotels open in its current portfolio, with seven under development.
The difference between a 4.8-star rating and a 4-star rating online can affect how much demand comes through a particular hotel's doors, he said.
Bo Patel, chief operating officer at Coury Hospitality, said he's heard countless times from Wall Street executives that they don't care about guest satisfaction scores. But the hotels that prioritize keeping those scores elevated bring in more demand.
"In our business, [the guest satisfaction score] gets lost very quickly, because you think the customer is just going to come. The customer is becoming smarter every day," he said.
Coury is an ownership and third-party management company based in Dallas.
Mitch Patel said the world is more transparent than ever when it comes to these online ratings, so keeping hotel teams engaged and motivated can really make a difference.
"It's just so critical that you get that piece right and take care of your team," he said.
Private equity companies also have labor considerations, but more so on the cost side.
"Operating fundamentals still have — especially in urban markets — a ways to go," said Karim Alibhai, founder and principal of Gencom, on the "Wall Street talks" panel. "Labor costs are definitely not easy to deal with."
Gencom owns and develops mostly luxury hotels and resorts and recently acquired the Ritz-Carlton New York, Central Park.
Scott Trebilco, senior managing director at Blackstone, said the company is focused on its profit-and-loss statements and what it can control. It can be complicated given brand standards and third-party management companies also being in the mix, but new technologies have a chance to revolutionize the business where Blackstone has full control as a hotel owner.
Technology such as artificial intelligence can help productivity on the back end with housekeeping and maintenance as well as front-end uses for invoice processing, he said.
"There's an enormous opportunity for enterprise transformation within the processes," Trebilco said. "When you wake up 12 months from now, you'll actually see it, and people will have actually adopted it."
The cost to build in New York City coupled with the cost of labor at union hotels makes it difficult to find profitability, Alibhai said.
Approach to industry investment
When Wall Street zigs, Main Street zags, Mitch Patel said. When the going gets tough in the hotel industry, some real estate companies stray away from any investments until performance improves. Hotel development companies, on the other hand, dig in and rely on the cyclical fundamentals.
"In 2010, I remember we were just coming out of the Great Recession, and there were so many people that were just putting their heads in the sand and said they want to get out of this business. Forget growth, they want to get out," he said. "We had about eight, nine hotels at this time, and we developed 14 hotels from 2011 to '14. Those are some of our best hotels in our portfolio today."
Case in point: Blackstone's Trebilco said his job is to invest in the best possible investment return deals, and right now, that's in data centers.
This has opened the door for hotel-focused private equity firms to be more aggressive in their deal-making, however.
Mit Shah, CEO of Noble Investment Group, said some of Noble's best investment years were in 2014 and 2015, which was around six to seven years removed from the Great Recession. Considering the timing of the COVID-19 pandemic, this could be the start of another pickup in the cycle.
Shah said Noble has felt the "migration of opportunities" from real estate companies such as Blackstone turning its focus to other types of properties. Noble has been active in the acquisition of hotel portfolios rather than single-asset deals. He said "given the noise of last year," Noble had less competition on these acquisitions than in the past.
One of the main differences between Wall Street and Main Street is the latter has more "patient capital" in projects, Mitch Patel said. Developers take a longer-term approach in their philosophy, looking at how the investment will pay off years down the line rather than in the immediate future.
"We're looking at these deals very differently. We're not going in and then have pressure to get out at a certain time period," he said.
Wall Street's job is to assess the risk in the business, and there is a fair amount of it, Ark Holdings CEO Azim Saju said. But Main Street companies exude the entrepreneurial spirit to bet on themselves when it comes to making deals despite the risks involved.
"If there was no risk, there would be no rewards. So you've got to take the risk," he said. "The risk has to be calculated, but you got to take your swings and then bet on yourself as an entrepreneur to figure it out."
Consistent demand gain keeps US hotels’ momentum building
Hotels in San Francisco, Miami post major gains in second week of March
Javier Sanoja celebrates with teammates after Team Venezuela retakes the lead in the ninth inning the 2026 World Baseball Classic Championship game against Team USA at LoanDepot Park on March 17 in Miami, Florida. (Getty Images)
https://www.costar.com/article/515249659/consistent-demand-gain-keeps-us-hotels-momentum-building?
The U.S. hotel industry continued to distance itself from a down year in 2025 as hotel demand increased for the sixth consecutive week with a 3% gain in the week of March 8-14.
This six-week growth streak stands out coming off a year in 2025 where U.S. hotel demand never grew for a sustained period. What is also surprising is that demand has mimicked the growth rate seen in TSA screenings during this period after a prolonged break. On top of the demand lift, the week of March 8-14 saw a 5.6% increase in revenue per available room (RevPAR), a 3.2% increase in average daily rate (ADR) and an occupancy increase of 1.5 percentage points compared to last year.
We believe U.S. hotel demand fell last year as the impact of policy changes and government cuts weighed on travelers. This year, as these changes have been digested, weekly U.S. hotel demand returned to “normal” levels. But we still see added strength. As compared to 2024, weekly demand over the past six weeks is up 1.6%. More importantly, the absolute level in that six-week period is the second highest in history, just below the record set in 2023 (-0.1%). Thus, while the year-over-year growth is partially a function of easy comps, the growth we are seeing now seems to be powered by other factors. Only time will tell if it continues given the Iranian war, higher fuel costs, etc.
Back-to-back weeks of growth in March continued upon the upswing we saw in February. February 2026 finished with the highest room demand ever for a February and the best month of hotel performance in the U.S. in the past 12 months. RevPAR grew 4.3%, ADR increased 2% and occupancy was up 1.3 percent points year over year. March is on pace to surpass the growth seen in February.
Unlike last week, where Las Vegas accounted for most of the U.S. hotel industry’s growth, this week’s gains were more multifaceted. Nearly half of all U.S. hotel markets saw increases in all three key performance metrics of RevPAR, ADR and occupancy. Twenty of the top 25 U.S. hotel markets saw RevPAR advance this week, including nine with double-digit increases. Outside of economy hotels, every class of hotels increased in both RevPAR and rooms sold this week. Each day of the week was up in both metrics, peaking on the weekend with Friday and Saturday up 7.2% in RevPAR and 4% in room demand.
Many of the headwinds U.S. hotels have faced over the past year have diminished or have become tailwinds for the hospitality industry. The markets affected by the hurricanes in late 2024 have continued to have less of a negative impact on room demand over the last few weeks. Hurricane markets were down just 1% in demand this week, making this their smallest headwind since August 2025. Las Vegas, which declined in room demand for 13 consecutive months before February, saw growth for the second consecutive week this week. Group demand for luxury and upper-upscale hotels, which was down 1.8% in 2025, increased by 7.2% this week.
Looking back to a year ago, U.S. hotels were down 4.2% in RevPAR and 3% in room demand compared to 2024. When comparing 2026 to 2024, RevPAR this week was up 1.1%, but well below the rate of inflation, and overall room demand was slightly down 0.2%. Over 65% of weeks in 2025 were down in rooms sold compared to 2024, so there will be more growth opportunities against easier comparisons throughout the rest of the year. But the hotel demand gains appear stronger and not just a function of easier comps.
San Francisco continued to stand out as it was the leading market in RevPAR, ADR and occupancy growth this week. It hosted the Game Developers Conference, which was held later in March 2025, and drove RevPAR up 64.4% this week. Through the first two weeks of March, San Francisco is up over 15% in rooms sold, and well on its way to increase in demand for the 15th consecutive month.
Miami also saw a sizable increase of 28.9% in RevPAR this week, driven by a 17% increase in ADR and 8-percentage-point lift in occupancy. Miami was one of the hosts of the World Baseball Classic pool play tournament, and the sole host of the final stages of the knockout bracket from March 13-17.
Outside of the top 25 markets, Austin, Texas, and Salt Lake City also saw event-driven growth. Austin hosted the annual SXSW, which drove up group demand for luxury and upper upscale hotels by 57% this week. Salt Lake City held the Geo-Congress Engineering Conference and the NCAA Skiing Championships, which combined to lift group demand by 69.5%.
Overall, group demand was up 7.2% in the U.S. this week. The 133,000 additional group rooms sold was the largest weekly increase of 2026 so far. Even if you ignore the down year in 2025, group demand was up 4.8% compared to week 11 in 2024.
Group demand drove the combined RevPAR of luxury and upper-upscale hotels, up 8% this week. They were followed by upscale and upper-midscale hotels, where RevPAR increased 4.5% with midscale and economy hotels up 0.8%. This was the fourth time in the last five weeks that all three hotel tiers saw weekly increases.
While hurricane markets are less of a performance drag, it still has an impact on lower-tier hotels. Excluding hurricane markets, midscale and economy hotels saw RevPAR advance 2.3% in the week on a 1.6% demand increase.
Global RevPAR still rising
Global hotel RevPAR – excluding the U.S. and on a comparable and constant USD basis – rose 3.1% on a 4% increase in ADR as occupancy fell 0.6 percentage points. The Gulf Cooperation Council (GCC) countries and Mexico saw RevPAR retreat by double digits.
The war in Iran is weighing on RevPAR within the GCC with the measure falling 13.2% this week. The United Arab Emirates (UAE) saw the largest decrease with RevPAR falling 66.7% on a 43-percentage-point decline. Kuwait, Oman, and Oatar also saw double-digit decreases due to falling demand. However, Bahrain and Saudi Arabia reported RevPAR gains, with the measure rising by 57.1% in the latter country. Since the war began on Feb. 28, the GCC is down 6.4%.
Mexico hotels continued to see strong downward pressure as well driven by both falling occupancy and ADR. All the resort markets saw RevPAR decrease by more than 20% this week. The largest decline continued to be in the Pacific Central, the area affected by the recent cartel violence.
While all eyes are on the GCC and less so on Mexico, other parts of the world are doing well, including RevPAR in India rising by 33.1% followed by Spain (+9.5%), Japan (+9%) and the Caribbean (8.8%). China’s hotel RevPAR was also up this week (+7.1%) on rising ADR.
Isaac Collazo is senior director of analytics at STR. Cole Martin is an analytics and insights specialist at STR.
DUHC&S | Strategic Hospitality Consulting & Advisory
*Key partnerships and disruptive innovation
Proven results :
✅ 48% GOP |
✅ +120% asset valuation growth
🔹 Let's connect :
Instagram: https://www.instagram.com/diur_2000/
https://viajes-noticias-duhospitality.blogspot.com
https://viajes-duhospitality.blogspot.com
https://travel-duhospitality.blogspot.com
Disclaimer
DUHC&S shares this information for educational and informational purposes only. The news articles reproduced here are sourced from public and recognized media outlets. We are not the original authors of this content but rather distributors of it. All credits go to the original sources cited in each article. If you are the legitimate owner of any material and wish to have it modified or removed, please contact us immediately at diurugeles@gmail.com, and we will address your request promptly.
Comments
Post a Comment