Chicago Department of Aviation (CDA) - O'Hare & Midway International Airports’ Post

From charming roadside diners to iconic landmarks, you're always discovering something new along your journey. #TruckingLife #OnTheRoadAgain #AdventureAwaits #OpenHighways #KeepOnTrucking #WheelsOfCommerce #EndlessJourney #ExploreDiscoverConnect #DriveWithTurk #LifeBehindTheWheel

It is less expensive to get repeat customers and upsell existing customers. American Airlines said Monday that 80% of its revenue this year will come from loyalty program members and passengers who buy more expensive tickets, up from a 70% share in 2017. American and other carriers have poured billions of dollars into new cabins, lounges and onboard upgrades to cater to high-spending travelers. American’s rival, Delta Air Lines has repeatedly said that growth in premium revenue, which it considers tickets for extra legroom seats and higher-end cabins, has become a bigger share of its overall sales and is growing faster than ticket sales in the coach cabin. Leslie Josephs/CNBC Brett Snyder/Cranky Flier Meghna Maharishi/Skift #airlines #loyalty

Loyalty is definitely a hot topic within the hospitality industry right now, so we gathered some of the industry’s top operators to share their expertise on all things loyalty. Using insights revealed in our recent 𝗚𝗢 𝗧𝗲𝗰𝗵𝗻𝗼𝗹𝗼𝗴𝘆: 𝗧𝗵𝗲 𝗡𝗲𝘄 𝗟𝗼𝘆𝗮𝗹𝘁𝘆 𝗟𝗮𝗻𝗱𝘀𝗰𝗮𝗽𝗲 report, issues covered in our exclusive feature include... 1️⃣ Discounting discounts Mark Derry, Chairman, The Heartwood Collection 2️⃣ Focus on quality, not quantity Dan Brookman, CEO, Airship and Toggle 3️⃣ Cash-loaded loyalty James Nye, Managing Director, Anglian Country Inns 4️⃣ Personalisation is a must Anthony Pender CBII, Founder, Our Yummy Collection 5️⃣ It’s always been about consistency Ann Elliott, portfolio NED and Board Advisor ▶️ For all the insider info, head over to: https://lnkd.in/ebDRUj4K #ZonalUK #NewLoyaltyLandscape #Loyalty #HospitalityTech #ConsumerResearch #HospitalityExperiences #GoTechnology GO Technology report powered by CGA by NIQ

US core infrastructure is so much in need of renovation and upgrades. It is so evident. But the bottle neck is financing or debt available. US President Biden’s Infrastructure Bills only account for 10% of the annual needs of $ 4 trillion. So do #MuniBonds. Banks lend much less today and loans are too short. So many mega equity infrastructure funds raised in tens of billions. But the debt is missing to enable these projects to see the light of the day. Why not invest in #InfrastructurePrivateDebtFunds. They probably are the most defensive asset class, with the best risk/return ratio and impact with recurring visible yields from tangible assets’ cash flows. Infrastructure private debt offers both recession and inflation best protection. Its also better relative returns with less risk than #EquityInfrastructureFunds or #PrivateCreditFunds, especially with a potential upcoming slowdown. #CeresInfrastructurePrivateDebt www.Ceres-AM.com #Infrastructure, #InfrastructurePrivateDebt, #EquityInfrastructure, #PrivateCredit #RecessionAndInflationProtection

NCLH Appoints José E. Cil to Board of Directors #cruise #cruiseindustry #cruiseships #cruisenews #cruisetravel #cruiseline #cruiselife #cruises #cruiseship #cruiselines #cruisevacation #cruiselovers #cruiseaddict #cruise #cruiseindustrynews 

Travelodge is teaming up with US fast food Popeye's owned by Restaurant Brands International (TSX:QSR, NYSE:QSR), to bring a drive-thru service to its Northampton Sixfields site, following suit of several other companies that have teamed up with the budget hotel in recent years. More than one-third of Travelodge sites now operate as a mixed development scheme, meaning in some cases the hotels come attached with coffee shops, supermarkets, offices, surgeries, retailers, or even drive-thrus. Having already signed deals with companies like Waitrose, Aldi, Co-op, Greggs, Starbucks, and Green Hill Pubs, Travelodge is hoping to work with around 220 local authorities to open 300 new hotels, which it claims will help “stimulate regeneration” up and down the UK. More at #Proactive #ProactiveInvestors #TSX #NYSE #QSR #Travelodge #popeyes #RestaurantBrandsInternational http://ow.ly/SOVk104WOp1

That's a Wrap! We have concluded our special ARRA Forum series “If I Knew Then.…” For this special series, we talked with five former airport concessions leaders who now work for ARRA members: Dawn Hunter Christy; Liz Grzechowiak; Meghan M. Woods, A.A.E.; Marlene Coleman; and Paul Brown, C.M. We asked each of them what they learned on the concessionaire side. What they wished they knew when planning and managing airport programs. What surprised them. What they want their new concessions industry colleagues to know about airports. Our guests delivered. Each offered meaningful insights about their new positions and the relationship between airports and concessionaires. Five distinct points of view, but common threads we should all heed: 👉 The concessions business is unexpectedly complex and costly. Consequently, high sales don’t always equal profitability and, in fact, some noted the perspectives of many airport concessions teams are “out of balance” because of the under-appreciated complexity and costs. 👉 On the other hand, some told us concessionaires need a better awareness of airport governance and the pressures airport executives and staff face from multiple directions. 👉 Critically, the lack of a common understanding by both sides creates a “gray area” that diminishes the hospitality experience airports and concessionaires want to create. 👉 How to fix? Upfront dialogue leads to better programs for concessionaires, airports, and passengers. As Dawn says, “it’s both sides of the table really understanding each other. It's not just having someone come in and draw the boxes. It is really looking holistically at not only the physical building, but also the financial terms and saying, ‘does this make business sense?’” 👉 A streamlined RFP experience with a lot of transparency creates a robust environment for both parties to achieve their goals and meet their needs. In the end, a better RFP process leads to a better hospitality experience for our guests. One great quote: 🗣 “We have to realize there isn’t really a normal anymore. It’s a new world now. And so now we have to learn to adapt and thrive in this new world. We can’t do it with everybody going back to their respective corners and saying, ‘okay, we're back to normal.’” These are critical conversations for an understanding of our industry and the necessity to move forward. Watching, listening to, or reading any or all of our interviews with Dawn, Liz, Meghan, Marlene, and Paul is time well spent. Click below to reach our Forum home page where you can find links to each of these informative episodes of the ARRA Forum.

Unpacking the beverage industry. Why are more airports adopting pouring rights agreements? It's all about enhancing the guest experience and boosting sales at their merchants' businesses. By partnering with global brands like the primary beverage companies, airports can bring exciting events and innovative marketing strategies to their properties, making them more appealing to travelers. At Enliven, we leverage our expertise as food and beverage consultants to help airports and other organizations maximize these opportunities, ensuring significant financial benefits. Discover more about how pouring rights agreements can enhance revenue and the guest experience in our latest article: Benefits of Pouring Rights Agreements for Airports. https://loom.ly/8nCSdgA #beverageindustry #beverage #negotiations #beveragedeal #beverageagreement #exclusivepouringrights

5 Facts About United Airlines Polaris Lounges

From being a small beverage stall in Washington, D.C. to becoming the largest hotel company in the world. This is the story of Marriott International. In 1927, J.W. Marriott and his wife, Alice, opened a small root beer stand in Washington, D.C. Their aim was simple: to serve refreshing drinks to beat the scorching summer heat. As they quenched people’s thirst, they dreamed of something bigger—a place where good food and friendly service would bring joy to many. With hard work and determination, the Marriotts expanded their business, opening their first Hot Shoppes restaurant in 1927. But it wasn't always smooth sailing. Challenges came their way, from economic downturns to changing customer tastes. Yet, through it all, they remained committed to their vision of providing quality food at fair prices. One of their biggest breakthroughs came in 1937 when J.W. Marriott noticed a need for in-flight catering at Hoover Airport. Seizing the opportunity, he pioneered the concept, forever changing the way travelers dined in the sky. It was a turning point that propelled their business to new heights. But success brought its own set of challenges. During World War II, the Marriotts had to adapt and were forced to manage cafeterias at government buildings and defense plants. But as they say- "When the going gets tough, the tough get going!" In 1953, J.W. Marriott took his boldest step yet, opening the world's largest motel near Washington National Airport. It was a risky move, but one that paid off, catapulting their business into the spotlight. Thousands of customers came in and as the years went by, the Marriott empire continued to grow. Now, under the leadership of J.W. Marriott's son, Bill Jr., the company diversified, expanding into new ventures and territories. Soon, they become the largest hotel company in the world. Today, Marriott International stands as a testament to the Marriotts' enduring legacy. With thousands of hotels worldwide, their commitment to providing exceptional service continues to inspire travelers around the globe. Today, Marriott International has 32 brands with 8,785 properties containing 1,597,380 rooms in 139 countries and territories. P.S. Liked this? Follow me Ashim Jolly for more such content! #storytelling #brand #marketing #growth #success #entrepreneurship