Las Vegas Is Trying Something New to Woo Back Visitors — and It Could Save You a Ton of Money
Las Vegas Is Trying Something New to Woo Back Visitors — and It Could Save You a Ton of Money
GagliardiPhotography/Shutterstock
https://www.fodors.com/world/north-america/usa/nevada/las-vegas/experiences/news/las-vegas-is-trying-something-new-to-woo-back-visitors-and-it-could-save-you-a-ton-of-money
If any destination understands how to reinvent itself, it’s Vegas.
To paraphrase Mark Twain, reports of the death of Las Vegas are greatly exaggerated. Yes, the city has been struggling to attract visitors at its usual pace. Recent statistics from the Las Vegas Convention & Visitors Authority (LVCVA) show that a 13-month continuous streak of declining year-over-year visitor volume was broken in February, followed by positive momentum in March.
Still, if any destination understands how to reinvent itself, it’s Vegas. And that’s exactly what the city has done. One strategy to combat these sagging numbers has been to go big: There have been exciting new restaurant openings at Fontainebleau Las Vegas and Bellagio, and venues such as The Sphere have inked new residencies with No Doubt and Backstreet Boys.
Another strategy: To lean into all-inclusive pricing.
In a nutshell, this is the cruise ship model: visitors pay one price for a package that includes overnight accommodations, some or all food and beverage, a choice of entertainment, and—in some cases—more. The approach benefits visitors by delivering value. It benefits casino resorts and the city by bringing people into town.
Resort companies are cagey when discussing these packages: they say they’re successful but decline to provide specifics.
According to Howard Stutz, a journalist who has covered Las Vegas for more than 30 years, the very fact that companies have embraced this approach indicates a willingness to think creatively about the future.
“Companies had to do something to bring visitors back to Vegas,” said Stutz, currently a senior reporter at The Nevada Independent. “Is what is being offered enough of an incentive to draw visitors back to Las Vegas? We really won’t know until visitor totals and spending figures are released by the LVCVA.”
Blazing the Trail Downtown
The very first Las Vegas property to introduce all-inclusive pricing was the Plaza Hotel & Casino downtown, back in 2024. The summer-only promotion was so popular that the hotel made it a regular deal. This year’s offer is available from June 1 through August 31.
The package is pretty epic. For $104 per person per night, guests receive the following:
– One-night stay
– Waived resort fees (a savings of $39 per night)
– Early check-in
– Bottomless drinks from the Omaha Bar and Sports Book Bar on the casino floor
– Breakfast and dinner from various dining outlets
– 25% discount on cocktails at the rooftop pool
CEO Jonathan Jossel said the package is all about value—something that has become particularly important as the cost of living has increased in recent months. He added that the Plaza created its all-inclusive after years of guest feedback on what they’d like to see.
“We always want our guests to have a great time and feel that they are getting the best value for their vacation dollars,” Jossel said.
Circa Las Vegas—located across the street from the Plaza—also has an all-inclusive deal.
The Circa package is available for midweek stays only between May 19 and September 10. For a flat rate of $400, guests receive:
– Two-night stay
– $100 dining credit to use at property restaurants
– $100 beverage credit for onsite bars and lounges
– Reserved daybed at Stadium Swim
The popularity of Circa’s all-inclusive has been a bit of a surprise for Circa CEO Derek Stevens.
“The response to our All-In Package has exceeded expectations,” he said. “Las Vegas travelers are looking for simplified experiences that make it easy to enjoy a variety of amenities, and this package delivers that at a great price.”
Hitting the Strip
There are also several all-inclusive options on the Las Vegas Strip, thanks to MGM Resorts and Caesars Entertainment, two of the largest casino companies in town.
The package from MGM Resorts bundles hotel accommodations, daily resort fee, dining, entertainment, and parking. Starting at $330 plus tax for a two-night stay for two guests, the experience includes:
– A two-night stay at Luxor Hotel & Casino or Excalibur Hotel & Casino, including all resort fees.
– Three meals per day per guest, redeemable at a selection of outlets across Luxor, Excalibur, MGM Grand, Mandalay Bay, and New York-New York.
– Two tickets to one of six MGM Resorts shows per stay.
– Two rides on The Big Apple Coaster at New York-New York.
– Self-parking for one vehicle at any MGM Resorts Las Vegas property.
The dining portion of the package is ultra-efficient; meal vouchers are delivered digitally through the MGM Rewards app, and each meal includes one select beer or wine (along with non-alcoholic beverages, of course). Once inside the restaurants, guests are offered special menus featuring a range of options.
Entertainment options include Blue Man Group, Carrot Top, FANTASY: The Strip’s Sexiest Tease, The Australian Bee Gees Show, The Mac King Comedy Magic Show, and Thunder from Down Under.
It’s worth noting that the package does not include Cirque du Soleil shows.
Mike Neubecker, president and COO of MGM Grand, Mandalay Bay, New York-New York, Luxor, and Excalibur, said the all-inclusive package combines unforgettable experiences in a fresh and compelling way. “By bundling hotel, dining, entertainment, and parking into a single upfront price, we’re offering guests a convenient, turn-key way to explore our hotels and make new memories without any hassle or surprises,” he said.
Caesars Entertainment has perhaps the most elaborate all-inclusive package in town; the promo launched in April and runs through the end of August.
The “Inclusive Summer Package” includes a hotel stay in a standard room at Harrah’s Las Vegas, The LINQ Hotel, or Flamingo Las Vegas, starting at $200 per night for one guest. Each additional guest is an additional $100 per night.
The deal includes:
– Resort fees
– Two meals per day at various dining outlets across the three hotels, including select restaurants by Gordon Ramsay, Bobby Flay, and Guy Fieri.
– Complimentary well drinks, house wine, beer, and non-alcoholic beverages at select bars across all three hotels.
– 20% off cabana and daybed rentals at Influence, The Pool at The LINQ.
– Complimentary self‑parking for one vehicle per day.
– Two anytime tickets to the High Roller Observation Wheel.
Notably, participating restaurants include Gordon Ramsay Burger at Flamingo Las Vegas and Pin-Up Pizza at Harrah’s Las Vegas; and participating bars include Caesars Race & Sportsbook at Harrah’s Las Vegas and Catalyst Bar at The LINQ Hotel. What’s more, the Inclusive Summer Package is available for reservations of up to four guests and stays of up to four nights.
What’s Next
As of press time, no other Las Vegas casino resorts are offering all-inclusives; while Strip properties such as Venetian, Wynn Las Vegas, and Fontainebleau Las Vegas offer discounts, they do not currently bundle them into full-on packages.
At the same time, nothing’s stopping any of these resorts—or any other Las Vegas property, for that matter—from launching all-inclusive promos at some point, so stay tuned.
Stutz, the journalist, cautioned that travelers eager to take advantage of all-inclusive packages remember that other factors can contribute to the overall cost of a Las Vegas vacation.
“Gas prices for drive-in customers and the airline ticket cost increases could wash away any of the cost savings from these programs,” he said. “The resort industry has no control over those costs.”
A Major Airport Scam Targets Tired Travelers After They Land
Alexandre Fagundes De Fagundes/Dreamstime
https://www.fodors.com/world/north-america/usa/new-york/new-york-city/experiences/news/a-major-airport-scam-targets-tired-travelers-after-they-land
JFK, LaGuardia, and Newark are increasing enforcement against illegal taxi drivers with a $100 million initiative aimed at protecting travelers heading to the FIFA World Cup.
Travelers are targeted by scammers around the world, but New York-area airports are witnessing a spike in hustlers taking advantage of newly arrived foreign visitors. Travelers are being duped by illegal taxi drivers who may not have proper licenses or insurance. Ahead of the FIFA World Cup, the Port Authority of New York and New Jersey announced a $100 million initiative called Operation Legal Ride, which is designed to protect travelers and legitimate drivers.
Travelers landing at LaGuardia, JFK, and Newark are often targeted by illegal taxi drivers who offer unsolicited services to unwitting and tired fliers. “This is a dangerous practice where hustlers may be in under-insured vehicles, not have the proper licenses, and ultimately unfairly compete with legitimate, licensed drivers,” the Port Authority explained in a press release. They also overcharge unsuspecting tourists.
JFK is particularly affected by these hustlers, but the problem is significant at all three airports. “Since January 2025, the Port Authority Police Department (PAPD) has issued 3,714 summonses for unlawful solicitation at JFK. In that time, the top 50 repeat offenders accumulated 823 such violations at JFK,” it said. In fact, an analysis by the authorities found that the scam is driven largely by repeat offenders.
Hustlers view the fines merely as the cost of doing business and continue targeting foreign nationals. Port Authority Executive Director Kathryn Garcia said that first-time visitors and non-English speakers are especially vulnerable because they are unfamiliar with their surroundings.
But it’s not just travelers who are feeling the impact of these offenders. Airport taxi drivers with proper licenses and insurance are missing out on work, threatening their livelihoods. New York Taxi Workers Alliance Executive Director Bhairavi Desai explained that licensed drivers start each day in the red, with yellow cab drivers facing monthly expenses of more than $5,000. “It’s painful financially – especially as taxis have had a 7 percent loss of trips each of the last three months compared to last year, and all TLC drivers are paying more for fuel and insurance.”
With this new campaign, the Port Authority is cracking down on scammers. It announced that additional personnel will be stationed at the three airports throughout the FIFA World Cup as millions of fans arrive in the country. Authorities are also increasing the penalties, including adding five points to an offender’s license. Accumulating 11 points over two years will result in a revoked license. The Port Authority Police Department will also arrest anyone operating a vehicle without a valid license and impound their vehicle. Offenders will also be responsible for impound fees of $594.40.
The authority is also upgrading its camera network at JFK and investing in new technology so that when a repeat offender enters the airport, license plate readers will notify officers.
Meanwhile, travelers will be warned at airports to be cautious of unsolicited taxi drivers, and airlines will make in-flight announcements. The authority will also run geotargeted social media ads to keep travelers informed and alert.
Independent hotels are not handed a playbook. They have to build their own from scratch.
https://hotelsmag.com/news/independent-hotels-are-not-handed-a-playbook-they-have-to-build-one/?
Story contributed by Kris Kuball, COO, Brittain Resorts & Hotels.
Independent hotels have the freedom that branded hotels do not always have. They can build an experience around a specific location, a specific guest, and a specific point of view. That freedom is one of the best things about them, but also one of the hardest.
Branded hotels are successful for a reason. They are built on systems, standards, training, recognition, and a playbook that tells teams what the guest experience should look like. Independent hotels are not handed that same framework. They have to create it.
That does not mean independent hotels need to act like branded hotels. In fact, the best independent hotels win because they do not feel like everything else in the market. But they do need discipline behind the experience. They need to know who they are built to serve, what those guests actually value, and how to deliver that experience consistently.
That is where many independents get into trouble. They start with a story, a design concept or a vision, then try to find the guest later.
The better approach is the opposite. Start with the guest. Then build the story, the programming, the service model, the revenue strategy, and the operating systems around that guest.
Independent does not mean easier
There is a misconception that independent hotels are easier to operate because they have more flexibility. In reality, flexibility creates more responsibility.
When there is no brand standard telling you how the front desk should feel, how the restaurant should operate, what the uniform should look like or how the guest journey should unfold, someone has to make those decisions. More importantly, someone has to make sure those decisions can be repeated every day.
It is one thing to create a great idea for a hotel. It is another thing to build the staffing model, training, purchasing, pricing, service standards and accountability to make that idea work during a sold-out holiday weekend, a rainy Tuesday in February and every day in between.
Independent hotels do not fail because they lack creativity. Most have plenty of it. They struggle when creativity is not supported by repeatable execution.
A good operator has to turn the idea into a system without making the hotel feel overly systematized. Guests should feel the personality of the property, not the machinery behind it. But the machinery has to be there.
Know who you are built to serve
The strongest independent hotels are honest about who they serve. They are not trying to impress an imaginary guest. They are building for the real guest in their real market.
A beach resort should not build its experience around the same assumptions as a downtown boutique hotel. A family-driven vacation property should not operate like an adults-only lifestyle hotel. A condo-hotel adds another layer of complexity entirely, with owner relationships, inventory considerations and guest expectations that have to be managed at the same time.
That sounds obvious until you see how often hotels miss it. A property can have a beautiful design concept and still be out of step with the market. It can tell a compelling story and still overlook what guests came to do. It can create a restaurant or amenity that looks great on a website but does not fit the way people actually behave during their stay.
At the beach, for example, many guests are not looking for the same dining experience they might want in Charleston, Charlotte, or New York. They may want something approachable, convenient, and fun. They may want a good meal that helps them stay in vacation mode, get back to the pool, or keep the evening easy for their family.
That does not mean lowering standards. It means understanding the moment.
Programming revives the property
Programming is often talked about as entertainment or events, but it is much bigger than that. It is the way a property proves its identity after the guest checks in.
It can be music in the lobby. It can be a family activity by the pool. It can be a themed food and beverage night that gives guests a reason to stay on property. It can be the way the team is dressed, the way the restaurant feels, the products in the guestroom or the way the arrival experience sets the tone.
Those details matter because guests remember how a place made them feel.
A guest may not remember the exact furniture in the lobby, but they will remember that the lobby had energy. They may not remember every menu item, but they will remember that the restaurant felt like it belonged at that property. They may not remember the uniform design, but they will remember whether the service felt relaxed, polished, stuffy or warm.
Creating an atmosphere is easy. Delivering it consistently is the challenge. The playlist, staffing, service pacing, menu execution, purchasing, training and marketing all have to support the same experience.
That is why programming should not be treated as an extra. For independent hotels, especially resorts and leisure properties, programming is part of the operating model.
F&B must fit the market
Food and beverage is one of the clearest places where independent hotels can either separate themselves or miss the mark.
A hotel restaurant should not exist only because guests need somewhere to eat breakfast. It should support the overall experience and, when possible, become a reason for guests to stay on property, spend more time there, and remember the hotel differently.
But the concept has to fit. A restaurant that works in one market may not work in another. A cocktail program that feels right for a local downtown crowd may not be what a family wants after a day at the pool. A casual beach outlet may be perfect in a resort setting and completely wrong in an urban hotel. Operators have to be honest about that.
Earlier in my career, I learned this lesson the hard way. I wanted to elevate a beach resort’s food and beverage experience based on what I thought it should be. The intent was right. The execution was not aligned with the guest. The customer was telling us what they wanted, and we were trying to give them something else.
That is a useful reminder for any independent hotel owner. The best concept is not always the one the operator personally likes best. It is the one that fits the guest, the market, and the moment of the stay.
Revenue strategy is bigger than the room rate
Independent hotel owners often focus heavily on occupancy and ADR. Those metrics matter, but they are not the whole story. A hotel is one revenue ecosystem. The room is only one part of what the guest buys.
Food and beverage, parking, grab-and-go markets, cabanas, retail, events, premium packages, and resort programming can all contribute to performance when they fit the property and the guest. The question is not simply, “How do we get a higher rate?” The better question is, “How do we maximize the value of the whole stay?”
Sometimes that may mean giving up a little in one area to gain more in another. A guest who pays slightly less for the room but spends more on property can be more valuable, depending on the profit flow-through. A small grab-and-go market can turn underused space into meaningful revenue with very little labor. A parking strategy can support profitability if the market allows it. A poolside experience can create both guest satisfaction and incremental spend.
The important part is that these decisions have to be intentional. Independent hotels should not add revenue ideas just because they are available. They should add them because they make sense for the guest and the operation. Otherwise, they create complexity without enough return.
Consistency ≠ sameness
One of the best things about independent hotels is that they can respond quickly. They can adjust programming, test ideas, change service approaches, rethink spaces, and create experiences that would take much longer inside a larger brand structure.
That agility is powerful, but only if it leads to better execution. A hotel cannot change direction every time someone has a new idea. It needs to know what should be consistent and where the team has room to flex.
If a resort is built around family vacations, the family experience should be clear from booking through checkout. If a restaurant is positioned as a local destination, the food, service, atmosphere, and marketing should all support that promise. If a property wants to feel relaxed and coastal, the uniforms, music, amenities, and service style should not feel overly formal.
The details have to agree with each other. That is what creates confidence for the guest and for the owner.
Owners need reality, not just reporting
Independent hotel owners are often deeply connected to their properties. Some have a history with the asset. Some are protecting a family investment. Some are repositioning a property for the future. Some are focused on cash flow, while others are thinking about long-term value.
Whatever the goal, owners need more than reports. They need an accurate view of how the hotel is actually running. That can be uncomfortable at times.
An owner may believe certain guest communications are happening when they are not. They may believe forecasts are being used in a way they are not. They may believe the service model is stronger than it is. They may see short-term profit and not see the long-term risk created by deferred investment, thin staffing, or declining guest satisfaction. That is where an operator has to be direct.
A hotel can look profitable in the short term while slowly weakening the experience that makes guests come back. Cutting service may help this month’s numbers, but if it damages reviews, loyalty, team morale, or repeat visitation, the property pays for it later.
The role of a good management partner is not just to run the hotel. It is to connect day-to-day decisions to the owner’s larger objective. That requires candor, context, and accountability.
The playbook belongs to the property
The future of independent hotel management is not about choosing between branded discipline and independent personality. Both sides have something to teach us. Brands understand the value of structure. Independent hotels understand the value of distinction. The strongest independents bring those ideas together.
They know who they are built to serve. They create programming that brings the property to life. They make food and beverages fit the guests and the market. They treat the entire asset as a revenue opportunity. They build systems that make the experience repeatable without making it feel generic.
That is the real advantage of independence. Not freedom for the sake of freedom, but the ability to build a disciplined, intentional experience around a specific property, a specific market, and a specific guest. And then deliver it every day.
How to Handle a Work Rival
https://www.kornferry.com/insights/this-week-in-leadership/how-to-handle-a-work-rival-2?
Michele Capra Senior Client Partner and Vice President, RPO/ Mark Royal, Ph.D.Senior Client Partner, North America
Managing competition at work is a struggle for employees who have an office nemesis.
You see it on corporate campuses everywhere: two coworkers warring over resources, talent, or assignments—or all three. And they’re likely in a head-to-head competition for the big job as well. These rivalries are a norm in corporate America, where 62% of employees admit to having an office nemesis, according to a survey of 7,000 workers by employment site Totaljobs. Rivalries are particularly common at companies that have invested in their pipelines, meaning that their up-and-coming talent significantly outnumbers the available top roles.
The question is how to handle the situation. Experts advise that it’s not just about winning. “Your own reputation is at stake over how people perceive your handling of the situation,” says Mark Royal, a Korn Ferry senior client partner. Ideally, the corporate culture encourages healthy rivalry that motivates employees to excel on behalf of the company’s interests. In practice, however, things commonly devolve into infighting, frustration, and, at worst, a toxicity in which coworkers are unable to collaborate and everyone loses—individuals, teams, and the organization itself. Our experts have charted out some better paths, below.
Focus on your own game.
Though running down your rival might seem like the obvious move, it’s not. “Instead, elevate your own game,” says Royal. You want to be so obviously good in your current role that the rivalry is beside the point. This is far preferable to obsessing about how you can position yourself against your rival, or, worse yet, managing your rival’s positioning, both of which can lead to dysfunctional behaviors. “The outcomes are not good for you personally, nor for the organization,” says Royal.
Understand the scoreboard.
Excelling at your role is not synonymous with being perceived as qualified for the big job. What’s crucial is to understand who’s making the decision, and what they’re looking for. What are the traits of previous people who have succeeded? What are the criteria for succession in the organization? Most leaders reward candidates’ “enterprise thinking,” which means hitting your own targets, as well as enabling others—including your rival—to hit theirs.
Consider collaboration.
Is there space for a détente? Handshake agreements—when one party moves up, the other will provide opportunities and good working conditions for the other—are not uncommon. Only the boss can decide who is promoted, but if both rivals are capable of seeing the greater good, a coalition is feasible. This strategy can pay off when it comes time for a promotion.
Even if a promotion isn’t on the line, your bosses are watching how you handle the rivalry. Indeed, conflict management is a highly valuable skill, says Michele Capra, a Korn Ferry senior client partner and vice president in the firm’s Recruitment Process Outsourcing business. “Leaders want to know that they have people who can have confident conversations,” she says.
If you’re not winning, reassess.
Perhaps your rival is playing hardball, and you can’t keep up. So don’t. Instead of racing to get ahead, consider slowing down and looking at the situation from a different perspective. This is a classic martial-arts gambit: Never charge head-on at a stronger or more aggressive opponent. Instead, be receptive to their energy and figure out how to redirect it.
Regardless of the particulars, experts advise devising a Plan B. Having a backup plan not only enables you to land on your feet, but also takes you through a consideration of your goals, likes, and dislikes in future roles. Overall, the opportunity for eggs in multiple baskets “allows for a balanced approach to the situation,” says Royal.
DUHC&S | Strategic Hospitality Consulting & Advisory
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