Almost 75 young professionals from the Army 14–16 for the second annual Generation Next Forum Hosted by AUSA’s Center for Leadership in conjunction with the association’s Annual Meeting and Exposition in Washington the theme for this year’s forum was “The Future is YOU: Educating Informing and Connecting the Next Generation of Leaders.” the forum provides professional development and networking opportunities and aims to inspire and develop the next generation of AUSA and industry leaders “Our goal is not to completely reshape careers but to provide a space where participants can step back reflect and reimagine themselves as innovators entrepreneurs and leaders in their fields,” said Angela Pubal assistant director of the Center for Leadership who spearheaded the forum “We are excited to offer this platform for the professional growth of mid-level leaders and are deeply committed to their development.” The Generation Next Forum grew from a one-day program at last year’s Annual Meeting to a three-day immersive and interactive program this year It featured events such as a panel discussion titled “Boots to Business: The Rise of ‘Vetrepreneurship,’ ” a speed mentoring session and an “Inspiration to Lead” event where participants were inspired by leadership lessons on the National Mall Among the panelists and speakers were Rebecca Gray senior vice president and general manager of military for Boingo Wireless; Severin Romanov the foremost running training technique worldwide with more than 12,000 coaches; Erik Bartell a combat veteran and accomplished social media creator with extensive experience in community and brand development; retired Col founder and president of Closs Global Solutions; and Marisa Lightfoot senior director within EY Parthenon focused on artificial intelligence and quantum analytic strategies and initiatives who are both from Happiness Means Business “I have been most inspired by the stories from our Young Professional attendees who have shared how the 2024 Generation Next Forum made a lasting impact on them,” Pubal said “Whether it is connecting with a peer they plan to stay in touch with or finding inspiration from a speaker's story or advice the forum is designed to spark those meaningful moments.” The AUSA Book Program offers quality books about Army heritage One of its goals is to foster an understanding of the emerging security environment This program permits AUSA members to purchase these titles at a discounted rate Visit AUSA Books Program Phone: 703-841-4300 Member Services: 1-855-246-6269 Tech Support: 703-907-2600 Email: membersupport@ausa.org © 2025 Association of the United States Army God Save The Points but I find big hotel chains to be among the more duplicitous businesses in travel Because they share two wildly different messages about their businesses depending on who they’re talking to: their customers I don’t find that to be a very positive company trend in any sector Let’s start with a simple hotel fact some of you already know Most of the big name hotels you stay in are not actually owned by that big name brand Each property is typically owned by an independent set of commercial real estate groups institutional investors or combination of all the above — they just award a contract to a big chain to help immediately put heads in beds via their well known brand and standards hotel loyalty programs are siding with owners over guests as owners look to cut costs and diminish many of the “perks” of loyalty IHG or Hyatt property actually owned by any of the them The big chains get a contract to “flag” a property and that’s how some of you will have seen a Hilton turn into a Ritz Carlton overnight It’s also how you turn what’s just a building into a turnkey booming hotel business it’s going to take a lot more work to get paying guests in the door than if I take Gilbert’s property and ask a big chain to come in and market it for me as one of theirs there’s absolutely fierce competition among the big hotel chains to “win” the rights to flag a key property and include it in their global portfolio That’s where things get messy and duplicitous Owners want to choose a brand that brings the highest spending guests with the lowest costs to attract them that fits with their property’s location and spec For customers like you and me who pay to stay in the hotels there’s a steady beat of drippy loyalty marketing all centered around earning incredible perks and experiences if we commit to staying with their brand and being loyal That loyalty is really all that these big hotel groups have to offer They don’t “own” many hotels they’re just really good at putting heads into beds wherever they have a contract to run a hotel The free breakfast with the lovely runny egg or the big suite upgrade pic with the cucumbers in the eyes in a bathrobe living it up It’s all designed to keep the idealized version of that brand and what it can unlock for you top of mind That’s always been the tricky part of the hotel game but the tables have turned in recent years Owners are now more aggressive and increasingly looking at financial data looking for opportunities to save on anything and everything There was a time in even recent history when hotel loyalty and marketing companies like Marriott Hilton and IHG really clapped back when owners of individual properties were trying to skimp out on the things promised to guests via the program and the hotel loyalty programs are too afraid to lose their contracts to fight back for the benefit of their guests While taking in billions in loyalty revenue from blasting those rewarding messages and creating financial services products centered around great experiences for guests the same hotel company is simultaneously telling property owners how much they can take away from guests to offer owners better operating costs but a heavily chastised line item in any hotel finance report There is no more telling a hotel owner that creating a feeling of loyalty is priceless and pays long tail or hidden dividends and that it’s short-sighted to glare over the cost of some eggs to keep a loyal guest happy They want the data and they want the payback now In this rigorous world of financial modeling owners want to quantifiably know exactly how much it costs them per day per guest to offer loyalty benefits like breakfast and they’re constantly find ways to lower that cost They want to see finite answers as to what those costs are driving in revenue and often using unrealistic models a suite that wasn’t book the morning of check-in was unlikely to sell so claiming that complimentary suite upgrades cost whatever that suite costs per night is comically off base but often cited by owners as “how much this loyalty thing is costing” their business Loyalty analytics can prove concepts like driving more spend and share of wallet but it’s more to the benefit of the hotel loyalty group than the individual property owner If the loyalty group doesn’t reduce costs the owner might transform their property into a different hotel brand and sign on with a different hotel loyalty group And I think that’s part of the problem – the negotiations with these contracts are really about savings rather than incremental revenue at this point One hand is waving to the public to come in and experience perks and greatness while the other is telling the owners behind the glass that they can cut costs It’s not that money is the only way to delight guests but when the deal maker for a hotel is lowering costs more and more we’re seeing reports surface of hotels finding creative ways to break the rules of the loyalty program through which they operate Rooms that should be made available with points — a cost of doing business — are often hidden creatively to avoid program rules A room upgrade which should be complimentary per terms yet magically paid upgrades are widely available This relationship between hotel property owners and the marketing and loyalty companies they choose to run their properties was kind of a red line but you couldn’t argue about providing the “bolted on” loyalty benefits that are a cost of getting overnight Marriott’s CEO has been one of the most vocal about choosing owners over guests and since It’s kind of like once political leaders get away with lying It’s going to be really hard to find a happy medium where loyalty guests still feel that the effort to be loyal is worthwhile AND the hotel owners feel like they are ok with the costs. One hotel group intentionally created something called dis-loyalty to buck the trend Loyalty is just a lot easier when the loyalty company is the same as the owner of the business an airline loyalty program is directly benefiting every plane they own Each plane isn’t independently owned by a different group of people with different expectations and complaints I’m curious to see if hotel brands which DO actually own many of their hotel properties are able to better invest in guests since they don’t have the rub of the middle man in between hotel loyalty appears to be slowly declining With luxury travel advisors able to secure similar benefits for guests without them pledging any loyalty Is there a way to find out which specific hotels are actually owned by the hotel company I think generally you can do some reverse property look ups on the addresses and get a sense of the corporate entities and holdings My partner and I are eu based and have great success going with independents or newer chains (ie 25 hours) Ditching the old big chains has upped out average experience considerably Many of their properties are just independents licensing the franchise name Loyalty rewards have dropped like a stone Once upon a time getting to Diamond meant something Room upgrades often mean the same room on a higher floor or a better view of the parking lot Once in a while you do get into a much nicer room but once upon a time I got upgraded at nearly every stay Points program gives out pitiful numbers while jacking up the points required for stays Executive lounges are rapidly disappearing and the few decent ones left are mostly overseas You still find a few gems in the program but those are becoming harder and harder to find once the credit card companies start seeing a significant increase in card cancellations credit card companies are big drivers of revenue for the hotel via the points programs and brand credit cards are especially sensitive to customer cnx perhaps credit card companies will someday take more agnostic approach (Amex Sapphire type programs) and go back to stronger cash back or better redemptions by keeping it more in house So many people are not aware of this and it is driving the overall experience at hotels downward All the mergers ruined everything SPG was good but now they are with Marriott and boy did they raise their prices I constantly get screwed out of a stay towards the loyalty program because they have too many hotels and the right hand doesn’t know what the left hand is doing I to may start looking into more independent hotels and website in this browser for the next time I comment Δdocument.getElementById( "ak_js_1" ).setAttribute( "value" © document.write(new Date().getFullYear()) God Save the Points All Rights Reserved.Unauthorized use and/or duplication of this material without express and written permission from this site’s author and/or owner is strictly prohibited provided that full and clear credit is given to God Save the Points with appropriate and specific directions to the original content.