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Purpose, Product Expansion, and Resilience

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James Thornton has led Intrepid since 2017, guiding the company through rapid growth, industry upheaval, and its evolution into the world’s largest certified B Corp in travel.

His leadership blends sharp commercial instincts with a clear view of travel’s role in tackling social and environmental challenges. Now, as the industry faces a hyper-digital and disrupted landscape, Thornton is doubling down on connection, values, and bold diversification.

Ahead of his session at Skift Global Forum 2025, he shares why embedding purpose into operations and expanding beyond core products are the next frontier for building resilient and future-ready travel brands.

As the world becomes more digital, how do you see the human side of travel evolving?

“We live in a hyperconnected digital world. Despite this, much of the developed world is suffering from a loneliness epidemic and people are craving human connection more than ever – and I believe businesses that provide it will thrive.” 

“At Intrepid, one of our biggest strengths is our ability to drive positive social connection, whether that’s through community interactions, forging friendship with other travellers or learning from our local tour leaders. Travel is one of the few industries that has an in-built capacity to bring people together and create positive change. We’re keeping human connection at the heart of our business strategy because we know it’s what sets us apart.”

What role should travel companies play in a time of increased division, disruption, and uncertainty?

“In today’s climate, being an impact-driven brand comes with its challenges. But I fundamentally believe companies need to stand for something. We can address some of the most pressing issues of our time by doing so.” 

“For Intrepid, that means creating connection in a time of social isolation and tackling inequality around the world. For me, it’s about staying razor-sharp focused on our values, and ensuring these values are not just symbolic, but actually coming to life in everything that we do as a business.”

What’s one big bet you’re making on the future of travel?

“Intrepid is looking at ways to deepen our local impact and expand our portfolio of Intrepid experiences, providing more brand touchpoints for our customers outside of our core multi-day tour product, and closer to home. One way we will do this is through accommodation.” 

“Intrepid will contribute to the market by delivering immersive experiences that reflect our fundamental responsible business approach, driving value in communities through job creation and training, local procurement and charitable giving. We believe this will be a game-changing initiative for our business, partners and customers.”

Don’t Miss James Thornton at Skift Global Forum 2025

James Thornton’s vision underscores a shift many travel leaders are grappling with: growth increasingly depends on deepening impact, diversifying offerings, and translating purpose into measurable action.

Join us at Skift Global Forum 2025 to hear him unpack how this strategy can redefine the playbook for travel companies worldwide.



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The Rise of Last-Minute Bookings

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Cautious consumer sentiment is leading travelers to delay bookings, and that’s usually a scary sign. But overall travel activity is holding up: The latest Skift Travel Health Index shows global travel rose 3% year-over-year in the first half of 2025.

The late-booking trend is most noticeable in the U.S., where 40% of hotel bookings in June were made within seven days of arrival. Globally, hotel bookings made within seven days of arrival now account for 21% of total reservations, up from 18% in 2019.

A deeper analysis of hotel occupancy “build-up curves” by Lighthouse tracks how far in advance bookings are made.

Stable markets: Business hubs such as London, Amsterdam, and Dubai have maintained largely consistent booking patterns.

Shrinking windows: Cities such as New York and Singapore are experiencing shorter booking windows. While final occupancy rates are similar to last year, bookings are being made closer to the travel date.

Increased confidence: Paris stands out as a top performer, with the first half of 2025 showing a faster ramp-up and higher total occupancy than 2024, suggesting a slight increase in booking confidence.

Read the June 2025 Highlights for more insights into booking trends.

What This Means for the Travel Industry

The data show that although the timing of booking is shifting, traveler demand remains resilient. Pedro Camara, CEO and founder of Travelgate, said, “Are we pacing behind 2024? No. The cumulative revenue curve for stays from January to June shows 2025 lagging 2024 until approximately 14 days before check-in, then catching up entirely within the final two weeks.”

This evolving behavior has significant implications for hotels and other travel companies. Rather than pointing to a need for broad discounting, these trends highlight the need to adapt strategies to capture later-stage demand.

For instance, the data suggest that hotels should re-evaluate their early-bird discounting policies. Travelers are showing a willingness to pay higher rates closer to arrival, meaning businesses can focus on dynamic pricing and last-minute promotions to maximize revenue without compromising their overall pricing structure. The challenge for the industry is not a drop in demand, but a change in the rhythm of how that demand is realized.

The Skift Travel Health Index is a real-time measure of the performance of the travel industry at large, and the core verticals within it, which provides the travel industry with a powerful tool for strategic planning. We have been tracking travel for 22 of the largest global economies since 2020, with consistent monthly data inputs across 88 indicators that are aggregated to cover categories such as aviation, hotels, short-term rentals, and car rentals.

Access the Skift Travel Health Index: June 2025 Highlights for an in-depth analysis and the Travel Health Index dashboard to visualize the data.



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Lighthouse Strengthens Enterprise Growth Leadership with Mercedes Blanco’s Expanded Role

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  • Mercedes Blanco – Image Credit Lighthouse   

Industry veteran transitions to VP Enterprise Growth as part of strategic Lighthouse acquisition

Lighthouse, the leading commercial intelligence platform serving 85,000+ in 185 countries hotels globally, today announced the appointment of Mercedes Blanco as Vice President of Enterprise Growth, marking a significant milestone in the company’s strategic acquisition of The Hotels Network (THN).

Blanco, an accomplished corporate leader with nearly two decades of experience in Travel & Hospitality, brings a distinguished track record of driving growth and building strategic partnerships that create measurable value for hoteliers through innovative technology solutions.

Proven leadership in strategic growth 

As VP Enterprise Growth at Lighthouse, Blanco is focused on leveraging the combined capabilities of Lighthouse’s market-leading commercial intelligence platform and THN’s AI-driven marketing personalization technology to drive impact at scale for enterprise clients.

In her previous role as Chief Partnerships Officer at THN, she was instrumental in cultivating relationships with major industry players and driving strategic partnerships that fueled company growth. Her leadership was key to launching and expanding products that empower hoteliers to drive direct bookings.

“Mercedes embodies the entrepreneurial spirit and strategic vision that drives our mission to transform complexity into confidence for hospitality professionals,” said Dave Collier, Chief Revenue Officer at Lighthouse “Her proven ability to build meaningful partnerships and drive enterprise growth makes her invaluable as we accelerate our combined platform’s impact across the industry.”

Distinguished career and industry impact 

An influential speaker and relationship builder, Mercedes is a dedicated member of the travel industry at-large. She is an active member of the Sales Americas Advisory Board at HSMAI, member of Global Technology T-100 by AHLA-HTNG, and founding member of Women in Travel THRIVE.

Her significant contributions to the industry have been widely recognized with prestigious honors such as Top 50 Women in Travel by WINiT by GBTA, Top 25 Most Extraordinary Minds by HSMAI, and most recently, Top 25 Hospitality Executives to Watch in 2025 by International Hospitality Institute.

A passionate advocate for leveraging technology to create value and a champion for women’s empowerment, Blanco has established herself as an influential voice in the hospitality industry.

Strategic timing amid rapid growth 

This leadership transition comes as Lighthouse continues its rapid expansion following the April 2025 acquisition of The Hotels Network, which added AI-driven marketing personalization capabilities to Lighthouse’s comprehensive commercial intelligence platform. The combined organization now serves over 85,000 hotels across 185 countries with a team of 850+ employees.

“The hospitality industry is experiencing unprecedented technological transformation,” said Blanco. “I’m excited to help enterprise clients navigate this evolution by leveraging our combined platform capabilities to deliver solutions that drive real revenue impact and operational efficiency.”

About Lighthouse 

Lighthouse (formerly OTA Insight) is the leading commercial platform for the travel & hospitality industry. We transform complexity into confidence by providing actionable market insights, business intelligence, and pricing tools that maximize revenue growth. Trusted by over 70,000 hotels in 185 countries, Lighthouse is the only solution that provides real-time hotel and short-term rental data in a single platform. Learn more at www.mylighthouse.com 



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Oberoi Bets on Asset-Light Model With 25 New Hotels in the Pipeline

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Indian luxury hotel chain The Oberoi Group plans to add 25 new hotels to its portfolio by 2030, the company’s Chief Financial Officer Vineet Kapur said during an earnings call Friday. The expansion will add over 2,000 rooms. 

The group’s next phase of growth will follow an asset-light model. Of the 25 upcoming properties only eight will be owned by parent company EIH Limited, while the remaining 17 will be managed by the group under management contracts.

This marks a major shift from the group’s current approach. In Oberoi’s current portfolio of 29 hotels, only seven are managed by the group. The other 21 are either owned by EIH Limited or involve some level of ownership interest.

The group had first announced



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