The major hotel revolutions of the last 20 years

Since the early 2000s, the French hotel sector has undergone unprecedented upheavals. In the space of 20 years, new technologies and consumer trends have profoundly changed booking methods, the guest experience and even the values upheld by properties. From online travel agencies (OTAs) to the widespread digital guest journey, including the rise of sustainable tourism and artificial intelligence, each revolution has brought its share of benefits and challenges for hoteliers. In this article, we look back at the three major hotel revolutions of the last two decades, detailing for each one the benefits, the drawbacks and advice on how best to adapt. The goal? To help you, as a tourism professional, understand these major changes and take advantage of them in your strategy.

Hotel revolution no. 1: The rise of OTAs and online hotel distribution

The digitalization of the hotel industry has literally turned the sector upside down in twenty years, establishing itself as an essential distribution channel and a driver of revolution for the tourism industry. The arrival of OTAs (online travel agencies) is one of these major hotel revolutions: these platforms have transformed online booking methods and forced hotels to rethink their digital strategy as well as the guest journey throughout the stay.

The massive arrival of OTAs in the 2000s

In the early 2000s, the rise of the Internet completely transformed booking methods. OTAs (Online Travel Agencies) such as Booking.com, Expedia or Hotels.com established themselves as essential new intermediaries between guests and hotels. Before the Internet, most travellers booked by phone or through traditional travel agencies. The explosion of the web allowed consumers to search and book for themselves in a few clicks. A wave of online platforms thus emerged and conquered the market from 2002 onwards, after the dot-com bubble burst. These digital players very quickly consolidated their positions: today, three major OTA groups (Booking Holdings, Expedia Group, Trip.com, formerly Ctrip) control around 95% of the online travel market. A new entrant like Airbnb, which appeared in 2008 in the peer-to-peer rental niche, also shook up the codes of traditional accommodation. For hoteliers, this first revolution marked the end of the direct booking monopoly: they had to adapt to these platforms, which bring worldwide visibility, but also an additional layer of intermediation.

An essential channel, but at what cost for hoteliers?

In just a few years, being present on OTAs became almost mandatory to gain visibility and fill rooms. These online agencies offer hotels a constant flow of bookings by reaching an international clientele that the property could not have reached on its own. From the consumer’s point of view, their success is also easy to explain: OTAs offer a wide choice in one place, the ability to compare prices easily and a smooth booking journey. By putting the user at the centre and constantly optimizing the online experience, OTAs have given guests what they wanted, to the point of overtaking hotels, which struggle to keep up with the digital transformation. However, this visibility comes at a significant price. Each booking via an OTA involves a commission charged to the hotel, which can reach 25 to 30% of the room price. For many properties, these commissions have become the second-largest expense after staff costs. In addition, excessive dependence on OTAs can erode the direct relationship with guests: the hotelier is no longer in control of guest data (which often remains held by the OTA) and sees their margin reduced. In Europe, Booking.com and Expedia have established themselves as the two “essential” leaders for boosting a hotel’s visibility and booking volume. This dominant position gives OTAs significant bargaining power: the conditions imposed (flexible cancellation policies, rate parity clauses, etc.) are not always in hoteliers’ favour.

Advantages and drawbacks of OTAs for a hotel:

• Advantages: greater worldwide visibility, additional booking volume, acquisition of new guests, ease of use for travellers (instant booking, many reviews available).
  
  
• Drawbacks: high commissions cutting into profitability, dependence on a third party (risk of losing control over sales), indirect guest relationship, increased competition between hotels on the platforms (price wars).

Towards a new balance between OTAs and direct bookings

Faced with this online distribution revolution, hoteliers can adopt several strategies to take advantage of OTAs while preserving their margin. On the one hand, it is wise to take care of your presence on the platforms: attractive photos, responses to reviews, up-to-date availability… in order to optimize your visibility. On the other hand, it is crucial to strengthen direct booking channels (official website, switchboard, social networks) to gradually reduce the share of intermediaries.

For example, investing in a high-performance booking engine on your website, possibly combined with a loyalty program or exclusive offers reserved for direct guests, can encourage travellers to book without going through an OTA. The major hotel groups understood this well, launching “Book direct” campaigns with preferential member rates as early as 2016.

For independent properties, there are technology tools that make this approach easier: notably the Channel Manager, software that centralizes the management of all booking channels. This tool acts as a digital conductor, synchronizing room inventory and rates across all platforms (OTAs, hotel website, GDS…) from a single interface. With a Channel Manager, every rate or availability update is instantly reflected on all channels, eliminating virtually any risk of double booking or human error. It then becomes easier for hoteliers to multiply their channels without losing control: you can be present on the essential OTAs while optimizing your distribution.

Finally, hoteliers have every interest in regularly analyzing their booking data: identifying which platforms generate the most revenue (and at what cost) in order to adjust their marketing strategy. As our article on the Channel Manager, points out, having consolidated analyses by channel makes it possible to make informed decisions to improve profitability and occupancy rates. The central idea is to find the right balance: benefit from the power of OTAs without letting them take an excessive share of your sales, while developing a strong direct relationship with your guests in parallel.

Hotel revolution no. 2: The digital guest journey and guests taking charge of their stay

In two decades, travellers’ behaviour has been transformed: now more autonomous and ultra-connected, they demand a smooth user experience (UX) at every stage of their stay. At the same time, the quest for an optimized guest experience comes with strong expectations of hyper-personalization. Thanks to technology, hotels can meet this challenge by offering tailor-made experiences that create memorable stays and build guest loyalty.

The digitalization of the guest experience (2010s)

In the 2010s, a second revolution took place around the guest experience, driven by the widespread adoption of smartphones and cloud solutions. The hotel guest journey was gradually digitalized, from the research phase to check-out, including the stay itself. Today’s travellers are ultra-connected: they find inspiration on Instagram, compare offers online and want to be able to manage their stay from their phone. Major chains such as Accor invested heavily in digital transformation to offer mobile apps, paperless services and omnichannel communication with their guests. In 2020-2021, under the effect of the Covid-19 pandemic, the movement accelerated even further: the public massively adopted contactless solutions and now expects hotels to offer digital alternatives for most services.

According to a recent Salesforce study, 74% of customers expect to be able to do online everything they can do in person or by phone. Booking a room, filling in a registration card, ordering room service or chatting with the virtual concierge… all these actions can now be done via a website or a mobile app. Digital technology, initially perceived as a threat by some hoteliers, has ultimately proven to be a crucial lever for optimizing the guest experience. The hotels that succeed today are those that manage to integrate technology cleverly to smooth the guest journey, without dehumanizing the relationship.

In practice, this involves adopting solutions such as:

• Online check-in/out: more and more hotels offer the option of checking in before arrival and completing check-out online, thus avoiding waiting at the front desk. Some properties have installed interactive self check-in kiosks in the lobby or use dedicated apps that turn the guest’s smartphone into a digital room key. The result: arrival is faster and more flexible, especially for late travellers.
  
  
• Multichannel, instant communication: live chat on the website, exchanges via WhatsApp or SMS, hotel chatbot… Digital concierge services make it possible to respond to requests 24/7 and provide practical information without constantly tying up staff. For example, Edgar Suites, a chain of aparthotels in France, offers a “virtual” reception accessible at any time via mobile, which has made it possible to maintain a high level of service while lightening the workload of on-site teams.
  
  
• Paperless services: restaurant menus accessible via QR code, a virtual concierge to book a taxi or a tour, internal messaging for any request… All paper or manual procedures are gradually being replaced by more convenient online solutions. This meets the expectations of guests accustomed to immediacy. Indeed, 81% of guests want faster experiences as technology advances in the hotel industry.

A more autonomous guest: self check-in, room choice and à la carte services

This digitalization comes with a major change: guests are taking charge of their stay. In other words, modern travellers want more autonomy and control over the services they use. This can be seen from the booking stage, where users customize their package (choice of room type, options such as breakfast or spa). On site, the most striking phenomenon is hotel self check-in, also known as self-service registration.

This increasingly widespread concept allows guests to check themselves in without going through the front desk. In practice, the hotel either installs an interactive kiosk in the lobby or offers a dedicated mobile app. Guests can then choose their room from those available, complete the administrative formalities, add options (for example a parking space or a bottle of champagne in the room) and collect their key or access card, often generated electronically on their smartphone.

This automated process makes the experience faster, more convenient, flexible and autonomous for the traveller. It also guarantees 24/7 availability: no need to arrive before the front desk closes, guests can come in at whatever time they wish. Other innovations reinforce this sense of autonomy: some brands offer online room selection (with a floor plan of the hotel, just as you would choose your seat on a plane) or the ability to order additional services via an app throughout the stay (booking a massage, requesting extra pillows, etc.). Guests increasingly appreciate these freedoms, especially as they avoid having to ask staff for basic requests. According to an Oracle/Skift study, 65% of guests want hotels to offer technologies that limit contact with staff (kiosks, chats, etc.), a sign that the contactless habit has taken hold.

Of course, not all traveller profiles are looking for 100% autonomy: some remain attached to a human welcome and personalized service. The challenge for hoteliers is therefore to find the right balance between technology and the human touch. For example, offering self check-in as an option (rather than as a requirement) satisfies tech-savvy guests while reassuring those less comfortable with screens. Similarly, automating low-value-added tasks (data entry, payment, key issuing) frees up time so that staff can focus on welcoming guests and human contact. It is a virtuous circle: hotel employees, freed from routine operations by technology, can pamper guests more, personalize their attentions and build connections – everything that makes up the added value of traditional hospitality.

The benefits and limits for hoteliers

The digital revolution of the guest journey brings many operational benefits to hotels, starting with time and productivity gains. For example, every guest who uses online check-in means one less queue to manage at the front desk. This reduces the administrative workload for teams, who can focus on more qualitative tasks. According to a Hellopro survey, self check-in reduces the number of manual check-ins, so staff can “focus on more complex and personalized tasks”.

There is also a reduction in errors (no more incorrectly filled-in forms) and greater reliability of the data collected. Another major benefit: personalization at scale. With digital tools, it becomes possible to track each guest’s preferences (via a CRM linked to the booking), automate segmented email marketing campaigns, or send targeted offers during the stay. 92% of tourism businesses use AI-based personalization to drive their growth today, which shows how much the sector is relying on data to improve the guest experience. A hotel that knows how to use information (stay history, interests, special occasions) can pleasantly surprise its guest and build loyalty. A simple example: if the mobile app indicates that it is the guest’s birthday, the team can prepare a special touch.

However, the limits and challenges of this digital revolution should not be overlooked. First of all, the financial and human investment: acquiring new technologies (interactive kiosk, app development, CRM software) has a cost, especially as staff then need to be trained on these tools. In addition, managing the transition is delicate: care must be taken not to degrade service during implementation. Many independent hoteliers also fear the fragmentation of solutions and a lack of interoperability.

Put simply, multiplying software that is not connected to each other can become counterproductive. It is therefore recommended to choose solutions that are compatible with one another (for example a cloud PMS open to integrations) to have a unified view. Finally, there remains a risk of dehumanization if automation goes too far. A 100% digital hotel could lose its soul and put off part of its traditional clientele. The ideal is therefore to adopt a “phygital” approach (physical + digital): digital serving people. For example, a chatbot can answer simple questions at any time, but it must know when to hand over to an employee for more complex requests in order to preserve a human dimension. In short, the digitalization of the guest journey is a positive revolution provided it is managed strategically: choose the technologies that bring real added value to your guests and your operations, and involve your teams in this transformation so that they become active participants rather than victims.

Hotel revolution no. 3: New values and emerging technologies (2020s)

Corporate social responsibility (CSR) and technological innovation are now among the hotel industry’s new strategic priorities. With travellers increasingly sensitive to sustainable tourism, hotels are stepping up their CSR commitments to reduce their environmental impact and enhance their brand image.

The rise of CSR commitments: towards sustainable and responsible tourism

More recently, a revolution of another kind has taken hold in the hotel industry: that of CSR (Corporate Social Responsibility) issues and sustainable tourism. From the 2020s onwards, under the dual pressure of guests and regulators, more and more properties are integrating eco-responsible and social practices at the heart of their strategy. It must be said that the tourism sector accounts for around 8% of global greenhouse gas emissions, and this figure could rise sharply if nothing is done. Yet guests have changed: 66% of travellers say they are willing to pay more to stay in an environmentally committed hotel, and two out of three guests would even accept less comfort for the benefit of the environment.

In other words, being a green hotel is no longer just a gesture for the planet, it is also a selling point and a factor of attractiveness. New generations of travellers, notably millennials and Gen Z, pay close attention to the impact of their stays on the local community and the environment. They look for “authentic” accommodation that showcases local resources (regional products, short supply chains) and limits waste. This trend has been further strengthened by the pandemic and growing climate awareness: there is more and more talk of slow travel, carbon offsetting and the circular economy in the hotel industry.

In practice, hotels have committed to various CSR actions. These include environmental measures such as reducing energy and water consumption, waste management (many French hotels anticipated the obligation to sort biowaste, which came into force in 2024), eliminating single-use plastics, etc. But CSR is not limited to ecology: it also covers employee well-being (working conditions, hours, career development) and local involvement (partnerships with local producers, support for neighbourhood associations, showcasing cultural heritage…). This revolution is therefore as much cultural as it is technological. It is pushing the entire sector to rethink its model to reconcile profitability and sustainability. Major players such as the World Tourism Organization (UNWTO) strongly encourage these responsible approaches, through standards (ISO 26000 for sustainable development, green labels such as Clef Verte (Green Key)) and global objectives (the UN Sustainable Development Goals, 2030 horizon).

Benefits for hotels

Adopting a CSR policy brings multiple benefits. On the one hand, it improves the property’s brand image and helps attract guests who are sensitive to these issues, often willing to pay a premium for an ethical hotel. On the other hand, many green actions also lead to cost reductions (less waste = financial savings, for example on water and electricity). Finally, it strengthens employee loyalty around shared values and can even make recruitment easier in a sector facing labour shortages: working for a hotel with a sense of purpose is more motivating for teams.

Drawbacks or challenges

The initial investment can be significant (renovations to improve energy efficiency, purchase of new equipment, training staff in eco-friendly practices). Care must also be taken to ensure the consistency and sincerity of the approach: a property that settled for “green” messaging without concrete actions would be exposed to accusations of greenwashing, which would be worse for its image. Fortunately, more and more resources exist to support hoteliers in this transition (sustainable development consultants, grants for the ecological transition, etc.), and regulations tend to set a framework (for example in France, the voluntary “étiquettes environnementales” (environmental labels) scheme for hotels, or the EGalim law limiting food waste).

The key is to communicate transparently about your progress, and to involve your employees and even your guests (for example via small notes inviting them to reuse towels, or by offering voluntary carbon offsetting). In 2025, CSR is no longer optional: it has become a pillar of long-term success in the hotel industry, because it is as much about preserving the planet as about commercial appeal to conscious guests.

Artificial intelligence arrives at the front desk: chatbots and smart services

Alongside this growing awareness of sustainability issues, the 2020s are also seeing the rise of emerging technologies that are reshaping the face of the hotel industry. In particular, artificial intelligence (AI) and the processing of massive data (big data) offer new opportunities to improve service and management.

Chatbots

More and more chatbots can be found on hotel websites: these AI-powered conversational agents can instantly answer guests’ frequently asked questions (hours, available services, taking bookings) at any time of day or night. They provide 24/7 availability and relieve front desk teams of basic requests.

For example, the Accor group deployed Messenger chatbots for its economy brands to inform guests in real time. Beyond text, some innovations are betting on immersive visuals: virtual reality is making its way onto websites to allow 360° tours of rooms or wellness areas, immersing guests in the hotel’s atmosphere from home. This virtual immersion, still a gimmick a few years ago, is becoming widespread to familiarize guests with the property remotely and reassure them about their choice.

Smart services

But it is above all behind the scenes that AI works its miracles: thanks to machine learning and predictive analytics, hoteliers now have extremely powerful yield management and recommendation tools. Yield management, practised in the hotel industry since the 1990s, has taken on a new dimension with digitalization: it is possible to optimize room prices in real time according to demand, guest behaviour and multiple data points (local events, occupancy history, weather). Modern revenue management solutions rely on AI algorithms to continuously adjust rates and maximize RevPAR (revenue per available room) while remaining competitive.

For example, software such as Pricematch (acquired by Booking) or other RMS (Revenue Management Systems) guide hoteliers in their day-to-day pricing strategy. On the marketing side, AI makes it possible to get to know guests better by aggregating data from various sources (guest profile, website browsing, online reviews…). There is increasing talk of predictive marketing: anticipating the guest’s needs or intentions in order to offer the right message at the right time. A well-trained AI system can thus recommend to a loyal guest the special spa offer that matches their stay habits, or trigger a targeted promotion for a future stay based on detected interests. As an analysis by Cordillera Capital points out, these tools give hotels the opportunity to offer hyper-personalized experiences, which strengthens the guest relationship and drives direct bookings (a well-targeted guest will tend to come back and book direct rather than through an intermediary).

Towards smart automation

Forms of robotic automation are also emerging in some innovative properties. For example, robots can handle room service (delivering towels or a meal to the room), freeing up time for human staff. Hotels are testing facial recognition to make identification easier at check-in, or voice assistants in rooms to manage controls (lighting, temperature, concierge). Although these solutions are in their early days, they foreshadow the hotel of tomorrow, more connected and seamless. Naturally, each hotel must measure the ROI of these high-tech gadgets and check that they meet the expectations of its target clientele. There is no point installing a robot receptionist if your guests prefer warm human contact… On the other hand, investing in good Wi-Fi infrastructure, in CRM/marketing automation tools or in an express online check-out module brings real added value for almost all of today’s business or leisure traveller profiles.

In short, emerging technologies offer tremendous opportunities to gain efficiency and service quality, provided you keep a human-centred approach. A word of advice: keep an eye on these innovations (many are evolving very quickly, notably generative AI), test on a small scale, and roll out those that prove themselves with your guests. The goal is not to have the latest trendy gadget, but to better serve your guests and your business objectives. Used well, these innovations can help you stand out from the competition and build loyalty among guests who are ever more demanding in terms of speed, personalization and responsibility.

In 20 years, the French hotel sector has undergone a true metamorphosis. Online distribution via OTAs, the digitalization of the guest experience, and CSR commitments combined with AI technologies have each in turn redefined the rules of the game. Each revolution brings its share of benefits: more visibility and potential guests, optimized internal operations, an enriched guest relationship, a better brand image… But they also come with new challenges that hoteliers must meet: preserving profitability in the face of commissions, investing in digital tools and training, and rethinking their offer so that it is in line with societal expectations. The key to success lies in adaptation and anticipation. The properties that succeed are those that embrace change proactively: by adopting a balanced distribution strategy, by intelligently integrating digital throughout the guest journey, and by making sustainability a strong focus of development. In other words, you need to move with the times while preserving the DNA of hospitality – the art of welcoming guests, which remains timeless.

Wondering how to put these changes into practice in your property? Remember that you are not alone in facing these challenges. Whether it is to optimize your online bookings, digitalize your guest journey or roll out innovative solutions (Channel Manager, booking engine, CRM, etc.), experts can support you. Contact Reservit today to discover how our solutions for hoteliers and restaurateurs can help you navigate these revolutions and anticipate the revolutions of tomorrow

Julie
Communication Manager
In partnership with Jennifer Therond