Ultimately, the decline of unionization in U.S. hotels will accelerate innovation. According to changing business models, HRM methods change, shifting from opposition “union-owners” to the culture and practice of participation. In addition to ‘mastering’ new markets, one can conditionally divide the main trends in the hotel industry into several key blocks: technology, loyalty, environmental friendliness/sustainable development, and the emergence of alternative formats. The design of services also changes in accordance with the trends. There is a shift in focus towards greater customization, even in low-cost segments. Digitalization is also changing the organization of sales and big data allows for personalization as specific as the color of a toothbrush. The collection of data by hotels and aggregators makes it possible to personalize the offer based on the guest’s previous experience (interests, room temperature, etc.). As a trend even before the pandemic outbreak, the digitalization of hotel services will obviously continue.
Virtual communities are becoming more widespread, as well as specialized hubs in smaller low-cost markets, and today, the experts discuss the contribution of virtual communities in fostering the innovation process by aggregating into an innovation-hub. Acting as the center of knowledge integration and value creation, the innovation-hub is a meta-organization playing the strategic role, supporting the innovation process, connectivity, and operational and motivational mechanisms.
In the immediate post-COVID landscape, there is a shift of consumer preferences towards extended stay properties, economy hotels, and drive-to resorts within five hours of major cities. As self-isolation measures tighten, the coronavirus pandemic has brought increasing demand to a new trend in the hospitality industry: long-term self-isolation room rentals.