The bill lands on the independent

Every new way to sell a room is paid for by the hotel. The brands are finding their way out. The independent pays alone.

by Markus Busch

Every new way of selling travel arrives with the same promise: this time the hotel gets closer to its guest. The online travel agency would put every hotel in front of the world. Metasearch would send the traveler straight to the hotel's own website. The loyalty program would reward the guest for coming back. The AI assistant will know exactly which hotel she wants.

Each promise came with an invoice, and every invoice went to the same address.

Whoever builds the next layer of travel distribution doesn't pay for it. Whoever can't pass the cost on does. For most of travel's history, that meant every hotel. Increasingly, it means the independent.

Every layer is financed by the room

The online travel agency paid for its growth with commission. It still does. Booking Holdings spends around $22 million a day on marketing, and its annual filing says most of it goes to search engines, mainly Google. That money comes out of what hotels pay on each booking.

Metasearch moved the same money one step up. The hotel paid for a click to compete for its own guest against the OTAs bidding on its name.

The loyalty layer came next, and the hotel funds that too. Booking.com's Genius discounts and free breakfasts are paid by the hotels that join, and the members who get them now book more than half of Booking.com's room nights.

The AI layer is being built the same way. When Google opened hotel booking inside its AI answer in 2026, half of its ten partners were OTAs. When someone asks ChatGPT what a hotel costs, it reads the price from Booking.com and Expedia. Nobody bills the hotel for the AI. It pays anyway, as commission on the booking that comes out.

The airlines left the table

Airlines went through the same layers and got out.

By Phocuswright's estimate, only about 13% of airlines' online passenger revenue now runs through an OTA. They got there by holding capacity tight and cutting commissions.

Airlines had what hotels lack. A handful of companies control most of the seats, so no intermediary can skip them. And their loyalty programs earn money on their own. American Express paid Delta $8.2 billion in 2025 for the miles and perks it gives its cardholders, more than Delta's pre-tax profit of $5 billion, by Delta's January results. The airline is paid to keep its customer before she books a seat.

A market of hundreds of thousands of independent hotels has neither.

The brands are halfway out

The hotel brands are trying the same exit.

The other half of Google's ten AI partners were chains: Choice, Hilton, IHG, Marriott and Wyndham.

They bring their own guests. Member stays made up 75% of Marriott's room nights in the US and Canada in 2025, Marriott says.

And they negotiate with the OTAs as a block. Hilton's annual report for 2025 says its contracts with many online travel agencies limit the transaction fees its hotels pay. In HOTREC's data, Expedia brings a third of the OTA bookings at chain hotels. At independent hotels, Booking Holdings alone takes 69.4%. One company makes an offer. Two companies compete for it.

It is a partial exit, and only for the brand. A franchised hotel still pays royalty, program fees and a contribution on every loyalty stay.

The margins show who paid

The latest proof comes from a good year. In HotelData's US sample, gross operating profit margins rose 3.6 points in the first half of 2026. Luxury and upper-upscale hotels gained three to four points. Independents were broadly flat.

The hotels with a network behind them kept the gain. The independent paid for the new layers out of its own.

At the Hotel Data Conference in August, operators said publicly that some hotels choose higher rates and lower occupancy, because fewer guests means lower labor and service costs. The self-service kiosk makers are selling the next step: a front desk staffed at peak hours and a screen the rest of the night. The guest who arrives at eleven checks herself in, and nobody asks how the drive was. The room is the same. The hotel is not.

The way out is another layer

The brands now sell independents the exit they built for themselves.

Conversions were 40% of Marriott's openings in the first half of 2026. Autograph, Tribute, Curio, Tapestry and Vignette all make the same offer: keep your name, plug into our distribution and our loyalty program. The chains have built brands whose product is your hotel.

That is a layer too, with its own price. HVS's 2025 franchise fee guide puts total franchise costs at 9.6% of rooms revenue for economy brands and 12.9% for the top tier. In earlier editions, collection brands charged less than their parent's flagships. The difference from the OTA is what the fee is charged on. An OTA takes commission on the booking it brings. A royalty is charged on rooms revenue, which includes the repeat guest and the couple who found you on their own.

The verdict: the guests nobody else sold

The next layer will be built too, by someone who isn't a hotel. It will be paid for by the rooms it sells.

That can't be stopped, but it can be counted. Put a cost per stay on every layer between you and your guest: the commission, the funded discount, the click, the payout that waits until check-out, the brand fee. Measure each against the bookings it brings, then decide which you still want to fund.

Count long enough and two bookings stand apart. The guest who comes back on her own, straight to your website or from your last email to her. And the friend she sends. Nobody between you and either of them did the selling.

That is why every layer wants a share of them. The friend who searches your name meets the OTAs bidding on it, and the metasearch ad on the same page. The soft brand's royalty is charged on both rooms.

They are the guests the independent still sells without paying someone else. Every new layer is built to change that.

They can't finish the job. The OTA rents you a guest's first stay. Then she is at your desk, in your room, asking your staff where to eat tonight, and no one stands between you. Let the layers fill the hotel. Make each guest the last booking anyone else gets paid for. That work starts at check-in. Any hotel can do it. Only the independent owes no one a share.

Read also: We keep winning. Nothing changes.

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