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

Good morning from Skift. It’s Friday, August 8. Here’s what you need to know about the business of travel today.

Hyatt is getting a boost from luxury travelers, while its executives are going forward with an asset-light strategy, writes Senior Hospitality Editor Sean O’Neill.

Hyatt’s luxury brands saw a 5% increase in revenue per available room during the second quarter. O’Neill notes Hyatt has benefited from luxury and upper-uspcale hotels representing 70% of its rooms, while its competitors are more reliant on mid-market and economy brands that are dealing with economic uncertainty.

Meanwhile, Hyatt has been working to sell assets and wants to primarily rely on franchising or management deals. Fee-based revenue provides steadier cash flows and higher returns on capital than owning hotels.

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Next, Expedia Group has increased its guidance for 2025 following a strong quarter for its B2B business and overseas growth, reports Executive Editor Dennis Schaal.

Expedia’s new guidance for the year is 3-5% growth for gross bookings and revenue, up from 2-4%. The company saw a 7% increase in room nights during the second quarter. The gains come despite softness in the U.S.

CEO Ariana Gorin noted a boost from offering Southwest Airlines flights and said both Southwest and Expedia are gaining new customers because of the partnership.

Finally, demand for short-term rentals in Southern Europe this summer is showing signs of decline, and the region’s extreme heat may be a factor, writes Climate Reporter Darin Graham.

Graham cites Spain, Portugal, and Italy as countries that have seen a decline in the share of annual demand concentrated during the peak summer season. That’s according to new data from vacation rental analytics firm AirDNA.  

Graham notes the trend suggests that travelers could be adjusting their habits to avoid the worst of summer heatwaves. Spain, for example, has seen a sharp drop since 2018 in short-term rental demand for August, but slight increases in the period between February and May.  

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.