Every One of Marriott's Hotel Brands, Explained

We break down each of Marriott's more than 30 hotel brands, highlighting key differentiators and market positioning.
Marriott International is one of the largest and most influential players in the global hospitality industry, with over 9,000 properties in over 140 countries.
Under the leadership of President and CEO Anthony Capuano, who took the reins in 2021, Marriott has accelerated its growth by expanding its brand portfolio and acquiring notable industry names.
In April 2025, Marriott announced a deal to acquire CitizenM for $355 million, strengthening its presence in the lifestyle hotel segment. Additionally, in May, Marriott introduced a new brand, Series by Marriott, in India, which is aimed at the midscale and upscale hotel segments.
In 2024, the company reported strong performance, collecting over $25 billion in revenue for itself and franchisees. With over 1,200 deals signed, the company ended the year with over 577,000 rooms in its development pipeline.
Here's a look at how Marriott has positioned each of its 30-plus brands up to this point and our take on how they operate in the current hospitality landscape.
Note: Global footprint numbers reflect property and room numbers as of December 31, 2024. CitizenM is not included below because the acquisition has not yet closed.
Luxury
Bulgari
Global Footprint: 9 hotels; 811 rooms
Marriott Take: 'Bulgari Hotels & Resorts, developed in partnership with jeweler and luxury goods designer Bulgari, is a collection of sophisticated, intimate luxury properties located in exclusive destinations. With properties in London, Milan, and Bali and food and beverage outlets in Tokyo, premium individuality is the rule -- no detail is too small, no experience too grand.'
Skift Take: This is still a very small luxury brand, size-wise, when you compare it to St. Regis or The Ritz-Carlton, or even Edition, for that matter. The Bulgari name certainly has a cachet worth building on, which seems to be Marriott's plan.
Edition
Global Footprint: 20 hotels; 4,223 rooms
Marriott Take: Originally launched as a lifestyle boutique brand, Edition is now referred to as 'an unexpected and refreshing collection of individualized, customized, one-of-a-kind hotels that redefines the codes of traditional luxury.'
Skift Take: This is Ian Schrager's baby, and one of the first hospitality brands anywhere that managed to successfully blend the luxury and lifestyle segments together. It was slow to scale at first, but things have picked up. Each hotel aims to be a unique and highly nuanced experience wholly local to its neighborhood, and popular with locals.
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JW Marriott
Global Footprint: 126 hotels; 49,979 rooms
Marriott Take: JW Marriott 'consists of beautiful properties and distinctive resort locations around the world […] that cater to sophisticated, mindful travelers who come seeking experiences that help them be fully present, foster meaningful connections and feed the soul.'
Skift Take: The JW Marriott brand has a lot of opportunities globally because it's relevant for both the leisure and business markets, and it's very popular for meetings and events. It also sits below The Ritz-Carlton's price point, making it aspirational and more accessible for a broader range of luxury seekers.
St. Regis
Global Footprint: 63 hotels; 13,467 rooms
Marriott Take: 'St. Regis Hotels & Resorts is committed to delivering exquisite experiences at more than 55 luxury hotels and resorts in the best addresses around the world […] the brand has remained committed to an uncompromising level of bespoke and anticipatory service for all of its guests.'
Skift Take: St. Regis is a brand at the intersection of legacy and innovation. Its future success will depend on balancing expansion and consistency, harnessing technology for personalization, and ensuring every guest feels like a privileged insider, not just a customer.
The Luxury Collection
Global Footprint: 120 hotels; 28,578 rooms
Marriott Take: 'The Luxury Collection is comprised of world-renowned hotels and resorts offering unique, authentic experiences that evoke lasting, treasured memories. […] Each hotel and resort is a unique and cherished expression of its location; a portal to the destination's charms and treasures.'
Skift Take: We initially thought this brand could eventually be rolled into the Autograph Collection. However, Marriott decided to leave the Luxury Collection as a standalone brand at a higher average price point for guests. Many of the properties in this collection are considered landmarks, and The Royal Hawaiian in Honolulu comes to mind.
The Ritz-Carlton
Global Footprint: 123 hotels; 32,082 rooms
Marriott Take: 'From iconic urban destinations to stretches of paradise in untouched corners of the earth, The Ritz-Carlton offers the opportunity for true discovery and transformative escapes that stay with guests long after they depart.'
'The Ritz-Carlton encompasses two groundbreaking brand extensions, Ritz-Carlton Reserve and The Ritz-Carlton Yacht Collection. Ritz-Carlton Reserve is a collection of rare estates set apart from the world, where personalized care and cultural immersion are paramount. The Ritz-Carlton Yacht Collection translates the brand's legendary service and hospitality for sea, reimagining the ultra-luxury cruising category.'
Skift Take: As with many luxury brands, The Ritz-Carlton faces a challenge in breaking out of the stereotypical perceptions of old luxury and being perceived as something more modern, contemporary, and relevant to today's luxury travelers.
W Hotels
Global Footprint: 73 hotels; 21,453 rooms
Marriott Take: 'W Hotels has been at the forefront of lifestyle hospitality for over two decades. With nearly 70 destinations around the world, the detail-driven design, signature Whatever/Whenever service, and buzzing Living Rooms cultivate experiences of social connectivity. Each location brings together the magnetic energy of W Hotels and the essence of local culture, creating spaces for new perspectives and a freedom of self-expression.'
Skift Take: Starwood, arguably, built its entire name and success on the W brand. This is Barry Sternlicht's creation, through and through, and the brand that really put Starwood on the map — it's a foundational part of its legacy. Marriott made a bold choice, keeping the brand around after the acquisition, and has grown its footprint steadily since.
Premium
Autograph Collection
Global Footprint: 332 hotels; 70,498 rooms
Marriott Take: 'Autograph Collection Hotels advocates for the original, championing the individuality of each of its over 300 independent hotels […] Hand-selected for their inherent craft and distinct perspectives on design and hospitality, Autograph Collection properties offer rich immersive moments that leave a lasting imprint.'
Skift Take: A successful soft brand, the Autograph Collection has more than tripled in size over the last ten years. Storytelling is key: One property in Philadelphia is a former notary building, with typewriters, rubber stamps, and art deco details throughout. Autograph is strengthening its presence in high-growth international like Saudi Arabia.
Delta Hotels by Marriott
Global Footprint: 139 hotels; 31,369 rooms
Marriott Take: 'Delta Hotels focuses on the details that truly matter, delivering a streamlined and flawless stay for its guests every time. The brand's simple and intuitively designed rooms, free Wi-Fi, exclusive Delta Pantry for Marriott Bonvoy Elite members, and convenient dining options offer travelers an effortlessly comfortable and stylish place to stay.'
Skift Take: There is nothing exciting about this utilitarian Canadian brand, and there never has been. Despite all this, the brand has grown, adding over 100 new hotels since 2015. Consistency can be its own virtue.
Design Hotels
Global Footprint: 161 hotels; 12,106 rooms
Marriott Take: 'From cultural hubs in fast-paced cities to tiny off-the-beaten-path escapes, each hotel reflects the vision of its pioneering owner, or 'Original," who possesses a passion for genuine hospitality, cultural authenticity, thought-provoking design, and architecture.' Marriott says its target customers are: 'Travelers seeking the unusual, the individual, and the unexpected. Those who prefer an experience over a cookie-cutter room, a local immersion over the consistency of a known brand.'
Skift Take: Design Hotels is showing steady growth under Marriott, with new leadership and added support helping boutique properties maintain their unique identities while gaining broader exposure.
Gaylord Hotels
Global Footprint: 6 hotels; 10,220 rooms
Marriott Take: 'Purpose-built to host exceptional meetings, events, and celebrations of all sizes, Gaylord Hotels offers a unique, all-under-one-roof experience with more than 3.2 million square feet of meeting space, expansive atriums, five water parks, full-service spas, and a wide range of dining and shopping outlets. […] Gaylord Hotels are in prime locations across the country.'
Skift Take: Typically located in the suburbs of gateway destinations, these are massive convention properties for large association businesses. There's a demand for facilities of this scope, but Marriott hasn't grown the brand much in recent years. For these hotels to thrive, significant capital investments should be directed at modernizing the design, updating the technology infrastructure, and building more sophisticated food and beverage outlets.
Le Méridien
Global Footprint: 117 hotels; 31,075 rooms
Marriott Take: 'Le Méridien Hotels & Resorts continues to celebrate cultures around the world through the distinctly European spirit of savouring the good life. […] Le Méridien's engaging mid-century designed spaces coupled with chic signature programs put a playful twist on art, coffee, sparkling cocktails, summer, family, and inspire creative-minded travelers to explore the world in style.'
Skift Take: With its Air France provenance and creative class audience, Le Méridien remains under-leveraged in the upper-upscale space. Rich in heritage and creative flair, it could shine with weekend bohemians, design-minded travelers, and families if Marriott doubles down on its distinct identity and experiential strengths.
Marriott Hotels
Global Footprint: 602 hotels; 213,838 rooms
Marriott Take: 'Marriott Hotels continues to elevate the art of hospitality – placing people first is the brand's living legacy.' They "raise the bar by consistently delivering heartfelt service, with modern, comfortable spaces, and by providing experiences elevated beyond the everyday.'
Skift Take: Marriott International's flagship brand has made moves to differentiate itself from other full-service meeting hotels in the last few years, reinventing the guestrooms, check-in tech, food and drink service, and meeting rooms. In the last few years, growth has been steady, opening around 80 new hotels since 2015.
MGM Collection with Marriott Bonvoy
Global Footprint: 12 hotels; 26,210 rooms
Note: This is not a traditional Marriott brand acquisition but a long-term licensing and loyalty integration. MGM resorts remain independently operated, bookable through Marriott channels, and integrated with Bonvoy perks.
Marriott Take: 'MGM Collection with Marriott Bonvoy creates unforgettable, larger-than-life memories with exhibitions of brilliance and extraordinary service for the reveler in all of us [...] MGM Collection includes Las Vegas icons such as Mandalay Bay Resort and Casino, MGM Collection, and gaming paradises across the United States.'
Skift Take: Marriott's partnership with MGM Resorts transforms Las Vegas into a Bonvoy loyalty program member's playground, blending luxury stays with exclusive experiences like choreographing the Bellagio fountains as a point redemption offer. The deal signals a strategic move to deepen guest engagement through immersive offerings. That said, it's a risk to associate with a casino brand one doesn't control.
Renaissance Hotels
Global Footprint: 178 hotels; 53,949 rooms
Marriott Take: 'Renaissance Hotels has a dynamic and inspiring global portfolio, where every trip is an opportunity for unscripted discoveries. Renaissance Hotels connects travelers to the spirit of the neighborhood through its theatrical design, entertaining evening bar rituals, and engaging Navigators.'
Skift Take: The Renaissance flag clashes head-to-head with Le Méridien because both target the creative professional by promoting local neighborhood arts, culture, and events. Instead of folding the two brands together, Marriott has decided to keep them separate. While both have grown steadily, it's still debatable whether the two complement or detract from each other's performance because of their small numbers and inconsistent delivery.
Sheraton
Global Footprint: 431 hotels; 150,640 rooms
Marriott Take: 'Sheraton Hotels & Resorts makes it easy for guests to feel welcome [...] As the most global brand within Marriott Bonvoy's portfolio […], Sheraton has a rich heritage in creating a sense of belonging for guests, wherever they are in the world.'
'The new vision for Sheraton features intuitive design, tech-forward experiences, and upgrades to everything from public space and F&B to flexible meeting space.'
Skift Take: Many speculate that Sheraton may disappear as a brand eventually. We're not so sure we'd make that call, although it is one of the few brands in the portfolio to lose hotels since the 2015 acquisition. While Sheraton's consistency in the U.S. may be uneven, in Asia, the brand is, arguably, one of the top hospitality brands thanks to being categorized as luxury rather than upper upscale. This is especially true in China, where Sheraton was the first international hotel brand to operate in 1985.
Tribute Portfolio
Global Footprint: 154 hotels; 25,735 rooms
Marriott Take: 'Tribute Portfolio is a growing global family of characterful, independent hotels drawn together by their passion for captivating design and their drive to create vibrant social scenes for guests and locals alike.'
Skift Take: When Marriott and Starwood merged back in 2015, we feared the worst for this brand. Without enough distinctive features to define it from Marriott's soft-brand Autograph Collection, we felt it was only a matter of time before Tribute would be rolled into its direct competitor. Fast-forward to 2025, and the collection has added almost 150 hotels to its portfolio.
Westin
Global Footprint: 247 hotels; 89,287 rooms
Marriott Take: Westin Hotels & Resorts 'empowers guests to transcend the rigors of travel while on the road through the brand's Six Pillars of well-being.' Guests 'can benefit from distinct wellness experiences, including the brand's iconic and award-winning Heavenly Bed, signature WestinWORKOUT offerings […], and its versatile Gear Lending program.'
Skift Take: Wellness branding is everywhere, and, in many ways, Westin was well ahead of the other brands in pioneering that lifestyle early on, especially when it debuted the Heavenly Bed in 1999. With the health and wellness market now worth an estimated $6.8 trillion, the Westin Hotels & Resorts brand is a great asset for Marriott.
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AC Hotels by Marriott
Global Footprint: 244 hotels; 38,575 rooms
Marriott Take: 'At AC Hotels, every moment has been designed, refined, crafted, and considered to create a seamless guest experience. Each AC Hotel features purposefully designed signature spaces that strike the perfect balance of form and function. […] All AC guest rooms and public spaces evoke a particular sophistication, featuring sleek furnishings, curated artwork, and intuitive technology.'
Skift Take: This Spanish take on W Hotels continues to expand outside of Europe, with hotels in the pipeline for North America, the Caribbean, Latin America, the Middle East, and Africa. It's got smart design and a great, modern aesthetic, but it needs to do more to stand out from Marriott's other midscale, select-service brands, other than having a dark color palette.
Aloft Hotels
Global Footprint: 237 hotels; 38,761 rooms
Marriott Take: Aloft Hotels caters to a 'tech-savvy, music-loving crowd,' offering 'vibrant, eclectic spaces that thrive off bringing people together. A brand for music lovers and music makers alike, Aloft is best known for its emphasis on innovative music programming through its Live at Aloft platform.'
Skift Take: Borrowing a few design elements from higher-end W hotels, Aloft is a bold, punchy brand where the bar and common area are meant to be used. Quirky touches, with some guest rooms having barn doors for the bathrooms. Its footprint has grown by around 130 properties since it joined the Marriott International portfolio. As the lifestyle segment continues to grow in popularity, Aloft is only likely to grow.
Courtyard by Marriott
Global Footprint: 1,341 hotels; 202,180 rooms
Marriott Take: 'Courtyard by Marriott is the hotel brand of choice for trailblazing guests who are inspired by a passion to do great things.' They are 'passionate about empowering its guests and serving the needs of travelers everywhere, no matter the purpose of their trip. Its thoughtfully designed guest rooms provide an elevated experience to relax and recharge, complete with plush bedding and flexible workspaces.'
Skift Take: To us, Courtyard by Marriott is your no-frills, no-nonsense kind of hotel designed for road warriors. It's not exactly sexy, and it doesn't necessarily have the strongest brand identity, but it'll do just fine urging travelers to 'make room for a little fun' along the way. With such a large footprint and steady growth (over 300 additional hotels since 2015), it's doubtful Marriott has any major plans to reinvent the wheel here.
Fairfield by Marriott
Global Footprint: 1,331 hotels; 134,250 rooms
Marriott Take: 'Fairfield by Marriott was founded on the principles of trusted service and warm, friendly hospitality. […] Its contemporary, uplifting design provides an effortless experience for guests to maintain their routines while on the road. […] Fairfield offers thoughtfully designed guest rooms and suites that provide separate quality living, working, and sleeping areas.'
Skift Take: Positioned below Residence Inn's price point, Fairfield Inn should be promoted more as the voice of middle America, especially for parents traveling with families. The brand could potentially promise the travel dream to everybody in the country.
Four Points by Sheraton
Global Footprint: 332 hotels; 63,706 rooms
Marriott Take: 'At Four Points, travel is reinvented where timeless classics are woven with modern details, paired with genuine service in a casual environment — all around the world. Four Points hotels can be found in the heart of urban centers, near the beach, by the airport, or in the suburbs. Each hotel offers a familiar place to kick back and relax with an authentic sense of the local.'
Skift Take: When was the last time you stayed in a Four Points by Sheraton and felt genuinely excited to be staying in one? We are going to make an educated guess and say that's never. But what Four Points may lack in excitement, it has plenty in terms of its global breadth, and it was also the first U.S. hotel brand to operate in Cuba after nearly 60 years. Four Points by Sheraton's footprint continues to grow steadily, adding around 30,000-plus rooms since 2015.
Moxy Hotels
Global Footprint: 161 hotels; 30,330 rooms
Marriott Take: 'Moxy offers a playful hotel experience for the young at heart. […] Moxy boldly breaks the rules of a conventional hotel stay across the globe,' providing 'stylish, industrial design and sociable service at an attractive price point.'
Skift Take: Moxy is a smart idea to build the hotel of the future for future generations, but it might rely too much on design to the point where it becomes cloying. Rooms are compact and sparsely decorated, with furniture and other items hung on pegs in many guest rooms. The bar and lounge aspire to be nightlife hubs for twentysomethings.
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Protea Hotels by Marriott
Global Footprint: 64 hotels; 6,932 rooms
Marriott Take: 'Protea Hotels by Marriott is the leading hospitality brand in Africa, and it is one of the most widely recognized brands on the continent with over 60 hotels across nine countries.' It is 'ideal for both business and leisure travelers by offering properties in primary and secondary business centers and desirable leisure destinations.'
Skift Take: Bought by Marriott in 2013 for $200 million, Protea enjoys strong brand recognition in Africa, but in recent years, Marriott has sought to take the brand and promote it on a more global level. Marriott had roughly 40 fewer hotels with the name Protea than in 2015.
SpringHill Suites by Marriott
Global Footprint: 563 hotels; 66,666 rooms
Marriott Take: 'SpringHill Suites by Marriott is the largest all-suites upscale hotel brand that is refreshingly different. With stylish surroundings that are beyond the ordinary, […] guests are provided thoughtful, focused service in an uplifting atmosphere.'
Skift Take: Operating only in the U.S. and Canada, SpringHill Suites has historically performed well, and it ranks unusually highly with consumers on J.D. Power's annual list of hotels with the highest guest satisfaction levels. Since 2015, SpringHill has added more than 200 hotels to its footprint.
Midscale
City Express by Marriott
Global Footprint: 153 properties; 17,777 rooms
Marriott Take: 'Catering to the needs of both business and leisure travelers, the brand offers seamless and efficient stays in convenient locations [...] With around 150 properties in 4 countries, City Express, our flagship, stands alongside City Express Plus, City Express Suites, City Express Junior, and City Centro, each uniquely designed for a different segment of travelers.'
Skift Take: City Express by Marriott is rapidly transforming from a Latin American midscale staple into Marriott's global growth engine, with over 45 U.S. and Canadian deals signed and new markets like Argentina and Peru on the horizon, it is proof that affordable, efficient lodging is central to Marriott's long-term strategy for scalable expansion.
StudioRes
Global Footprint: (Not available as of May 2025)
Marriott Take: 'StudioRes is for customers who want smart functional design at an affordable price and for hotel owners seeking an efficient cost to build and a low-cost operating model reflective of the current economic environment.' This midscale extended-stay concept is positioned around convenience and comfort.
Skift Take: StudioRes is Marriott's bid to dominate the affordable extended-stay market, offering a streamlined, cost-efficient model that appeals to value-conscious travelers and budget-focused developers. The company broke ground on the first StudioRes in 2024.
Four Points Flex by Sheraton
Global Footprint: 28 hotels; 5,037 rooms
Marriott Take: Four Points Flex by Sheraton is a conversion-friendly 'franchise brand [that] offers a light operational and design model, enabling owners to capitalize on growing consumer demand in the midscale segment.'
'Each Four Points Flex by Sheraton is situated in an ideal location, steps away from business centers with easy access to public transport.'
Skift Take: Four Points Flex by Sheraton is Marriott's answer to both consumer demand and competitive pressure in the European midscale segment, and its swift rollout suggests the brand will be a key driver of Marriott's growth, loyalty, and relevance in the years ahead.
Series by Marriott
Global Footprint: (Launched in May 2025, count not yet available)
Marriott Take: A 'new collection brand for the midscale and upscale lodging segments […] Series by Marriott is expected to expand Marriott's global presence by bringing well-established regionally created brands and hotels that champion consistent quality and service into the Marriott Bonvoy portfolio.'
Skift Take: Series by Marriott is a move to capture the sweet spot between midscale value and upscale experience, signaling Marriott's sharpened focus on fast-growing, price-sensitive markets like India.
Longer Stays
Apartments by Marriott Bonvoy
Global Footprint: 2 hotels; 231 rooms
Marriott Take: 'Apartments by Marriott Bonvoy offers a truly independent stay with sizable living spaces and sophisticated locally inspired design [...] Centrally located, premium and luxury apartment-style accommodations are designed with private bedrooms, a separate living room, full kitchen and in-unit laundry.'
Skift Take: Marriott launched this brand in 2024, distinguishing it from its other extended-stay brands by not providing traditional hotel services, such as food and beverage, meeting spaces, and retail, and by focusing on the upper-upscale and luxury segments.
Element Hotels
Global Footprint: 110 hotels; 16,111 rooms
Marriott Take: 'Element Hotels is designed for today's healthy, active traveler who wants to maintain the balance of daily routines while on the road. Offering many of the comforts of home, Element caters to those looking to stay both short and long-term. All hotels have an outdoor-inspired, sustainability-focused design philosophy and feature spacious and airy guest rooms with in-room kitchens and spa-inspired bathrooms.'
Skift Take: An extended-stay brand with a small global presence, Element by Westin is considered an alternative to some housing rental services or shared economy platforms like Airbnb. Several properties are in the pipeline for North America, Europe, the Middle East, Africa, and Asia Pacific.
Marriott Executive Apartments
Global Footprint: 42 hotels; 5,813 rooms
Marriott Take: "Marriott Executive Apartments provides international, five-star serviced apartments in emerging market gateway cities, designed for business executives who require housing outside their home country, usually for a month or longer."
Skift Take: This is a serviced apartment brand that only exists outside of the U.S. In terms of footprint, the chain hasn't grown much over the last few years. Looking ahead, Marriott Executive Apartments Suzhou is set to open in June 2025, and the brand is expanding its footprint in Malaysia with a new property in Kuala Lumpur slated for Q3 2025. These developments indicate Marriott's strategic focus on meeting the growing demand for upscale extended-stay accommodations in key international markets.
Residence Inn by Marriott
Global Footprint: 920 hotels; 113,228 rooms
Marriott Take: 'Residence Inn by Marriott is the global leader in the longer-stays lodging segment.' With Residence Inn's 'spacious suites featuring distinct living, working, and sleeping spaces,' guests 'have the freedom to travel the way they live.'
Skift Take: Clearly, there is a huge growth opportunity here for Residence Inn, but it can only scale to a new generation of business travelers if extended stay loses some of its reputation for loneliness and airport office parks. In total, Residence Inn has added around 220 properties since 2015.
Sonder by Marriott Bonvoy
Global Footprint: 163 hotels; 9,195 rooms
Note: This is not a Marriott brand acquisition but a licensing agreement that brings Sonder's apartment-style properties into the Marriott Bonvoy ecosystem, while Sonder retains operational control.
Marriott Take: 'Founded in 2014, Sonder currently operates apartment-style accommodations and small boutique hotels in urban markets across North America, Europe and the Middle East. Appealing to key demographics, including younger travelers, these assets leverage a digital-first operating model and cater to longer stays.'
Skift Take: Sonder's licensing deal with Marriott is a high-stakes pivot. Integrating over 9,000 units into Marriott's system may offer a financial lifeline, but it also underscores Sonder's struggle to stabilize amid mounting losses and lease burdens.
TownePlace Suites by Marriott
Global Footprint: 525 hotels; 53,208 rooms
Marriott Take: 'TownePlace Suites by Marriott is an award-winning, all-suites hotel brand ideal for travelers who want to make the most out of longer stays.'
Skift Take: Pegged as a tier just below Fairfield, TownePlace probably doesn't get as much attention as it should. The brand's straightforward approach to no-frills, easy extended-stay vacations should get more marketing attention and brand differentiation.
Timeshares
The Marriott Vacation Club
Global Footprint: 93 properties; 22,750 rooms
Marriott Take: The Marriott Vacation Club is 'a portfolio of industry-leading vacation ownership brands [...] where Owners and guests can enjoy year-round access to some of the best vacation destinations with villa-style accommodations". Their point-based programs "provide Owners and their families with the flexibility to enjoy high-quality vacation experiences.'
Skift Take: Marriott rebranded its timeshare portfolio in 2023, bringing together Vacation Club, Sheraton Vacation Club, and Westin Vacation Club under one banner. On the changes, Lori Gustafson, chief membership & commercial services officer, said: 'As timeshare ownership continues to grow, especially amongst a younger demographic, we are focused on delivering leisure travel experiences that meet the needs of today's traveler.'
Marriott CEO at Skift Global Forum
Marriott CEO Anthony Capuano speaking in September 2024 at Skift Global Forum in New York City.
What am I looking at? The performance of hotels and short-term rental sector stocks within the ST200. The index includes companies publicly traded across global markets, including international and regional hotel brands, hotel REITs, hotel management companies, alternative accommodations, and timeshares.
The Skift Travel 200 (ST200) combines the financial performance of nearly 200 travel companies worth more than a trillion dollars into a single number. See more hotels and short-term rental financial sector performance.
Read the full methodology behind the Skift Travel 200.
Originally Published on September 21st, 2016 | Last updated on May 27th, 2025
Deanna Ting, Greg Oates, and Joey Tyson contributed to earlier versions of this story.

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Loop Industries is committed to contributing to the global movement towards a circular economy by reducing plastic waste and recovering waste plastic for a sustainable future. Common shares of the Company are listed on the NASDAQ Global Market under the symbol 'LOOP.' For more information, please visit Follow Loop on Twitter: @loopindustries, Instagram: loopindustries, Facebook: Loop Industries and LinkedIn: Loop Industries For More Information: Investor Relations: Kevin C. O'Dowd, Investor Relations Loop Industries, Inc. +1 617-755-4602 [email protected] Forward-Looking Statements This news release contains 'forward-looking statements' within the meaning of Section 27A of the Securities Act of 1933, as amended (the 'Securities Act'), Section 21E of the Securities Exchange Act of 1934, as amended (the 'Exchange Act') and as defined in the United States Private Securities Litigation Reform Act of 1995. In some cases, you can identify forward-looking statements by terminology such as 'may,' 'will,' 'should,' 'could,' 'expects,' 'plans,' 'intends,' 'anticipates,' 'believes,' 'estimates,' 'predicts,' 'potential,' or 'continue,' or the negative of such terms and other comparable terminology. These forward-looking statements include, without limitation, statements about anticipated construction timelines for the Infinite Loop™ India facility, potential future engineering agreements, and the expected progress and benefits of the India joint venture. Although we believe that the expectations reflected in the forward-looking statements are reasonable, we cannot guarantee future results, levels of activity, performance, or achievements. Actual results may differ materially from the projections discussed in these forward-looking statements. The economic environment within which we operate could materially affect our actual results. Forward-looking statements are inherently subject to risks and uncertainties, some of which cannot be predicted or quantified. Factors that could materially affect these forward-looking statements and/or projections include, among other things: (i) our ability to commercialize our technology and products, (ii) the status of our relationships with our partners, (iii) development and protection of our intellectual property and products, (iv) industry competition, (v) our need for and ability to obtain additional funding relative to our current and future financial commitments, (vi) our ability to continue as a going concern, (vii) engineering, contracting, and building our manufacturing facilities, (viii) our ability to scale, manufacture, and sell our products and to license our technology in order to generate revenues, (ix) our proposed business model and our ability to execute it, (x) our ability to obtain the necessary approvals or satisfy any closing conditions in respect of any of our proposed partnerships, (xi) our joint venture projects and our ability to recover certain expenditures in connection to them, (xii) adverse effects on the Company's business and operations as a result of increased regulatory, media, or financial reporting scrutiny, practices, rumors, or otherwise, (xiii) public health issues, such as disease epidemics, which may lead to reduced access to capital markets, supply chain disruptions, and government-imposed business closures, (xiv) war, regional tensions, and economic or other conflicts including trade disputes and increasing protectionist measures that could impact market stability and our business; (xv) the effect of the continuing worldwide macroeconomic uncertainty and its impacts, including inflation, market volatility and fluctuations in foreign currency exchange and interest rates, (xvi) the outcome of any SEC investigations or class action litigation filed against us, (xvii) our ability to hire and/or retain qualified employees and consultants, (xviii) other events or circumstances over which we have little or no control, and (xix) other factors discussed in Loop's Annual Report on Form 10-K for the fiscal year ended February 28, 2025 filed with the SEC and in Loop's subsequent filings with the SEC. Investors and security holders are urged to read these documents free of charge on the SEC's web site at Loop assumes no obligation to publicly update or revise its forward-looking statements as a result of new information, future events or otherwise, unless otherwise required by law. SOURCE: Loop Industries press release

Yahoo

an hour ago

• Yahoo

'Tourists are our lifeline': Picking up the pieces in Kashmir after April killings

Two months after a deadly attack in Indian-administered Kashmir scared away tourists and brought India and Pakistan to the brink of war, the picturesque valley nestled in the Himalayan mountains is beginning to see the first signs of a tourism revival. Shabana Awwal is making videos of her children as they take turns to get on a water bike for a ride on the Dal Lake, Srinagar city's most iconic tourist spot. Ms Awwal has travelled from the western state of Rajasthan with her husband and children in a group of 15 - all members of their extended family. "I've visited Kashmir many times and seen all the major attractions such as Gulmarg, Sonmarg and Pahalgam and wanted to show all these places to my relatives," she tells the BBC. The Awwals had planned their 10-day trip in March. "Summer in Rajasthan is unbearably hot so we'd planned to escape to Kashmir during the children's school vacation," she says. But since she planned the trip, the circumstances here have drastically changed. On 22 April, militants attacked tourists visiting a beauty spot near Pahalgam town, killing 26 men. Tourism is the mainstay of the economy of Jammu and Kashmir, a federally-administered territory, and this unprecedented targeting of tourists sent shockwaves through India. The authorities closed down 48 tourist destinations in the valley and two-thirds of them still remain shut. Chief Minister Omar Abdullah, who's been lobbying hard to reopen these spots to attract visitors to the region, says "the impact of the attack was immediate and very widely felt". "There was a mass exodus of those tourists who were already here, and a mass cancellation of those who were proposing to come. Then India and Pakistan, for all intents and purposes, were almost at war for a couple of days in May," Abdullah told the BBC. "So the lasting impact has been felt both in the deterioration of relations between the two neighbouring countries and our tourism season for the year is going to be, what word do I use for it? I guess you can call it a disaster." Kashmir, claimed by both India and Pakistan, has been a flashpoint for decades. The nuclear-armed South Asian neighbours have fought two wars and a limited conflict over Kashmir. For more than a quarter of a century, the region has seen an armed insurgency against Indian rule, but even at its peak, tourists were rarely targeted. Ms Awwal said her family decided to continue with their holiday because "we weren't really afraid" and "we thought we'll deal with whatever came our way". "We are happy that we went ahead with our plans. The situation here is normal," she says and blames the "media hype" for the impression that it's unsafe to travel to Kashmir. The Awwals are not alone in their optimism. Deepti and Anuj Gandhi of Jammu who made their plans just last week say "there's no summer holiday destination better than Kashmir". "The children love to ride water bikes and then we'll go boating in the lake. We come here every year, so why break the tradition now?" she says. Earlier this week, news agency ANI reported that a group of Polish tourists had arrived in the city. The arrivals merely weeks after the Pahalgam attack are a cause of optimism for hoteliers, taxi drivers, tour guides, shopkeepers and owners of shikaras – the Venetian gondola-like narrow colourful wooden boats that ferry tourists on the Dal Lake. In April, president of the shikara owners' association Haji Wali Mohammad Bhat says, the Dal Lake boulevard was packed with thousands of tourists, there were daily traffic jams and many complained they were finding it hard to get accommodation. "The attack on tourists was unfortunate and tragic," he says. "It has affected all of us and our livelihoods. Tourists are our life, tourism is our lifeline. God knows what sin we're paying for," he adds, despairingly. Ravi Gosain, president of Indian Association of Tour Operators, who recently led a three-day "fact-finding trip" of tour operators - as "they are the ones who send travellers to Kashmir" says "for the past few years tourism was flourishing in Kashmir, lots of new hotels had been built, new vehicles were bought and new shops had opened". Last year, the government said 23.6 million tourists visited Jammu and Kashmir, with 3.49 million visiting the valley. This year, Mr Gosain says, the peak season has been lost in the valley, but tourism can still pick up. "Locals are very welcoming, hoteliers, tour guides and shopkeepers are very friendly and people are coming back. You can see it – all flights are coming in full, tourism is bouncing back quickly. "I think the national sentiment is that if the purpose of the attack was to derail tourism, then it won't succeed. But I hope no untoward incident happens again," he adds. According to reports, some of the credit for the revival of tourism in Kashmir also goes to a new train link that has for the first time connected Srinagar with the rest of India. The twice-daily train from Srinagar to Katra station, in Jammu region – which recently made headlines for passing over "the world's highest single-arch railway bridge" – has been running packed and tickets have been sold out for the next two months. Katra, which is the starting point for those visiting the popular Hindu shrine of Vaishno Devi, attracted 9.48 million pilgrims last year. And many of those arriving there since 7 June, when the spanking new air-conditioned train was commissioned, have been hopping on it to go to Kashmir. Among the pilgrims taking advantage of the easy connectivity is Ghanshyam Bharadwaj and his wife Mamata Sharma and their children. For the Delhi-based couple enjoying hot sugary tea near the Dal Lake, coming to Srinagar was "a spur of the moment decision". "It took us just three hours from Katra. We'll spend the night here and take the train back to Katra tomorrow and travel on to Delhi," Mr Bharadwaj said. "I ask him if he was worried travelling to the valley so soon after the Pahalgam attack? "There's nothing to be afraid of. This is my country," he says. Chief Minister Abdullah says the fact that the pilgrims are choosing to come to the valley is a good start. "Now those who are coming for a few hours, I'd like to see them come for a few days. Those who are coming for a few days, I'd like to see them having the confidence to stay for a week. "But at least it's a beginning, and that's what helps." Follow BBC News India on Instagram, YouTube, Twitter and Facebook.

Bloomberg

an hour ago

• Bloomberg

Air India Crash Risks Fueling Up to 30% Jump in Insurance Premia

Indian insurance policy sellers expect the cost of coverage for airlines to spike as much as 30% after the deadliest aviation crash in more than a decade. Sajja Praveen Chowdary, director at Indian broker Policybazaar, expects premiums for hull, war-risk, and liability coverage to increase by 10% to 30% in the next renewal cycle. Rohit Boda, group managing director at broker Group, predicts a rise of 10% to 25%.