Core Viewpoint - Hilton Group has quietly allowed some hotels to cancel executive lounges based on actual conditions, indicating a shift in operational strategy towards flexibility and cost management [1][2][6]. Group 1: Hilton's Strategy - The cancellation of executive lounges is not a mandate but an operational suggestion, allowing hotels to provide alternative options for guests [2][3]. - The approach to executive lounges will be more selective and strategic, focusing on properties that can effectively attract guests and generate positive reviews [5][10]. - New Hilton properties in China have not consistently included executive lounges, reflecting a flexible approach to amenities based on market conditions [3][10]. Group 2: Industry Trends - Marriott is also closing executive lounges in several Courtyard hotels starting March 2025, with some locations announcing permanent closures without alternatives [6][8]. - The trend of closing executive lounges is part of a broader "slimming down" strategy among five-star hotels, as these amenities have become cost burdens rather than value-adds [9][12]. - The operational costs of maintaining an executive lounge are significant, often exceeding the revenue generated from them, leading to their removal in favor of more profitable services [13][19]. Group 3: Changing Consumer Preferences - There is a noticeable shift in consumer expectations, with many guests feeling relieved rather than disappointed by the removal of executive lounges, indicating a change in the perceived value of such amenities [9][15]. - The concept of executive lounges has evolved, with their original purpose of providing a high-end experience for business travelers becoming less relevant in the current market [10][20]. - The hotel industry is moving towards a model where services are tailored to actual demand rather than a one-size-fits-all approach, emphasizing quality over quantity [21].

Core Viewpoint - The hotel industry is experiencing significant turmoil, with varying performance across different regions, highlighting a stark contrast between struggling markets and those witnessing rapid growth [3][11]. Group 1: Industry Performance - In Beijing, the hotel industry is facing severe challenges, with 5,135 legal entities reporting a 3.7% decline in revenue and a staggering 67% drop in total profits [5]. - Specifically, the accommodation sector in Beijing saw a 7.3% decrease in revenue, with profits plummeting by 92.9%, averaging only 37,000 yuan per establishment in the first half of the year [5]. - High-end hotels are adapting by diversifying their offerings, such as selling affordable food items, as seen in several cities where five-star hotels have introduced budget-friendly meals [5][10]. Group 2: Pricing and Competition - The hotel industry is engaged in a "price war," with established brands reducing prices to compete with emerging players, leading to a downward spiral in average daily rates (ADR) [9][23]. - The competition has intensified, with hotels like Hilton and Atour adjusting their pricing strategies to remain competitive, resulting in significant price reductions across the board [9][23]. Group 3: Regional Disparities - Contrasting with Beijing's struggles, regions like Guizhou are experiencing a boom, with hotel prices skyrocketing from 142 yuan to 1,087 yuan in just two months, driven by increased tourist demand [11][13]. - Guizhou's tourism has seen an 8.2% increase in visitor numbers and a 10.6% rise in total spending, indicating a robust recovery in certain markets [13]. Group 4: Future Outlook - Industry experts suggest a cautious approach for the remainder of the year, with many investors opting to maintain the status quo rather than aggressively expanding [30]. - The trend towards smaller, more manageable hotel operations is expected to continue, with a focus on cost-effective, automated services to reduce operational expenses [33]. - The hotel sector is anticipated to undergo a transformation, with a shift towards professional management models and a potential increase in hotel closures and transfers as the market stabilizes [35].

Core Insights - The loyalty programs of high-end hotel groups are increasingly perceived as devalued, with members feeling less valued despite their status [10][26][27] - Major hotel chains are reducing benefits for high-tier members, leading to a sense of frustration and disappointment among loyal customers [12][14][19] Group 1: Membership Experience - A recent incident highlighted the lengths to which a Marriott Titanium member went to request an upgrade, illustrating the desperation felt by members [2][3] - The response from hotel staff was indifferent, indicating that the emotional appeal of such requests is no longer effective [9] - The overall experience for high-tier members has shifted from being treated as valued guests to feeling like they are begging for benefits [11][25] Group 2: Benefit Reductions - Marriott has announced the permanent closure of executive lounges, significantly reducing the services available to Platinum members [12][13] - Other hotel chains, such as St. Regis and Hyatt, are also increasing the points required for room upgrades and benefits, indicating a broader trend of devaluation across the industry [15][18][20] - The perception of loyalty points has shifted from being a valuable asset to being seen as "funny money" that is increasingly difficult to redeem [22][39] Group 3: Economic Pressures - The hotel industry is facing economic challenges, leading to a focus on profitability over customer loyalty, resulting in reduced services and benefits [40][42] - The influx of new members through aggressive marketing strategies has led to overcrowding in loyalty programs, further straining resources and service quality [32][33] - The shift towards cost-cutting measures is evident in the cancellation of complimentary services and the increase in points required for rewards [43][44] Group 4: Technological Changes - The introduction of AI systems to manage room upgrades is a significant shift in how hotels interact with high-tier members, moving away from personal service to algorithm-driven decisions [48][50] - This change is seen as a way for hotels to manage the overwhelming number of loyalty members without the emotional engagement previously offered [58][61] - The reliance on data-driven systems may lead to a more impersonal experience for guests, as human judgment is replaced by algorithms [56][59]