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This paper aims to identify possible solutions to the current and persistent challenge of attracting and retaining qualified people to work in Canada’s hotel industry. The outlook for the industry is that a critical shortage of skilled workers will continue to exist for at least the next decade.

This paper draws on the perspectives of three academics and three industry practitioners in an effort to identify root causes and possible solutions. Canadian and international literature is reviewed to establish current practices and point to gaps to be filled to meet the market needs. Recommendations are categorized by industry and academic perspectives.

The Canadian hotel industry faces challenges in filling job vacancies and maintaining employees in their roles. It is important for industry and academia to work collaboratively to educate the general public on the rewards and benefits of working in the Canadian hotel industry.

Many concrete strategies are suggested that individual hotel operations and the industry as a whole can implement to improve their human resource management and to entice potential employees to join the sector.

This paper adds value and contributes to the Canadian hotel industry and academia, as it represents current research and thought processes from both the academic community and the Canadian hotel industry.

This paper aims to recommend opportunities for professional sport leagues in the USA and Canada to apply the art and science of revenue management in order to minimize potential losses and maximize profits.

The evolution of current key revenue management concepts is presented from their initial stages to their current level of implementation. In addition, the literature regarding the strongest business models is reviewed and examined in the context of current successes and challenges across the major sport leagues in North America.

Five revenue streams in sports organizations are identified and analysed. Five key elements for revenues are highlighted as strategic tools used to maximize effectiveness in achieving revenue management goals. A series of recommendations is made to best use revenue management including careful negotiation of television contracts, the use of dynamic pricing models, maximization of partnerships and sponsorships, acceptance of new approaches to food and beverage and accessibility of sport merchandise to customers.

At the regional, national and international levels, sports organizations should review their current business practices to identify areas to improve their revenue management in light of the recommendations in this paper.

Although the use of the concept of revenue management in sectors of tourism has evolved since early 1970s, its application in professional sports is relatively new. Therefore, this paper provides value to professional sports organizations to optimize their profitability.

This paper aims to analyse trends related to hotel investment in Canada and propose innovative practices for the financial management of hotels.

The foundation for this paper was laid during a well‐attended Worldwide Hospitality and Tourism Themes (WHATT) roundtable discussion between industry leaders and hospitality educators in May 2012. Topics of hotel investment and financial management in Canada are discussed in the context of the theme for the 2012 Canadian WHATT roundtable and the strategic question: “What innovations are needed in the Canadian hotel industry and how might they be implemented to secure the industry's future?”

The paper outlines historic hotel investment patterns dating back to the 1980s and analyses the current investment climate. Out of 850 hotels sold in Canada during the first decade of this millennium, foreign investor participation was less than 10 per cent. Currently the foreign interest in hotel investment in Canada is increasing and hotel assets in the 100‐175‐room range are more popular.

The paper presents three innovative practical tools for strong financial management of hotels to optimise ROIs – profit sensitivity analysis, strategic revenue management and embracing historical low interest rates.

Although Canada has done well weathering the global financial storm, Canadian hoteliers should exercise due diligence in financial management. As the team of authors represents both the industry and academia, this paper will be of immense value to students, researchers, and educators, as well as practitioners.

This paper aims to analyse literature relevant to four imperative aspects of hotel marketing, to discuss current challenges and opportunities, and to make suggestions for marketing Canadian hotels in the future.

The foundation for this paper was laid during a well‐attended Worldwide Hospitality and Tourism Themes (WHATT) roundtable discussion between industry leaders and hospitality educators in May 2012. The subject of marketing hotels is discussed in the context of the theme for the 2012 Canadian WHATT roundtable and the strategic question: “What innovations are needed in the Canadian hotel industry and how might they be implemented to secure the industry's future?”.

The paper identifies innovation as the main ingredient for success in marketing Canadian hotels in the future. In the conclusion suggestions for strategic shifts in hotel marketing and tactics, which would help Canadian hoteliers in marketing their hotels in the future, are identified.

The paper reviews past concepts and industry practices as well as current practices to identify practical, effective and innovative approaches for the future.

As the team of authors represents both the industry and academia, this paper will be of immense value to students, educators, and researchers, as well as industry leaders. The paper captures significant strategy shifts, lists the top integrated digital awareness systems, and presents a new model in innovative hotel pricing empowerment for hotels.

This paper aims to analyse the evolution, current challenges, best practices, and trends in the international hotel industry.

The foundation for this paper was laid during a well‐attended Worldwide Hospitality and Tourism Themes (WHATT) roundtable discussion between industry leaders and hospitality educators in May 2012. International hoteliering is discussed in the context of the theme for the 2012 Canadian WHATT roundtable and the strategic question: “What innovations are needed in the Canadian hotel industry and how might they be implemented to secure the industry's future?”

Through analysis of past and present trends, the paper predicts that current challenges such as labour shortages will continue to affect the industry in the near future.

In the conclusion the paper advocates innovative approaches for hospitality education, and states that Canada should learn from international trends and become more innovative and competitive if it is to secure the industry's future.

The paper draws on the vast experience in international hotel management of the co‐authors. As the team of authors represents both industry and academia, this paper will be of immense value to students, educators, researchers as well as managers. The co‐authors include a former president of the world's largest professional association for hotel managers (HCIMA/Institute of Hospitality) and a former CEO of the world's largest trade association for hotel managers (International Hotel and Restaurant Association).

The purpose of this paper is to identify the best approaches management should embrace to successfully attract and retain high quality human resource talent within the Niagara region's hospitality industry.

A selected cross‐section of relevant and recent publications are reviewed. The key findings from a mini survey involving 14 senior hospitality managers in the Niagara region are shared.

This paper suggests that the hospitality managers should: understand the basics related to good human resource management practices; know the “fair market value” for each position; foster relationships with colleges and universities to tap into student labor; encourage mature workers to apply for part‐time work; and cultivate a good relationship with seasonal employees and educate them on the rewards of a career within the hospitality industry. Through the industry survey, it was discovered that hospitality managers within the Niagara region are already executing some of these strategies. However, it was concluded that a stronger working relationship with the seasonal employees is required in the region.

Two academics with hotel general manager experience in five countries join hands with the president for three four‐diamond hotels to write this paper. Given the background of the authors, it is expected that the viewpoints would be welcomed by hospitality managers.

This paper aims to provide a relevant backdrop for the Worldwide Hospitality and Tourism Themes (WHATT) theme issue on the hotel industry of Canada, and to describe how the 2012 WHATT roundtable in Canada was organised.

The foundation for this paper was laid during a well attended Worldwide Hospitality and Tourism Themes (WHATT) roundtable discussion between industry leaders and hospitality educators in May 2012. The paper is written in the context of the theme and strategic question for the 2012 Canadian WHATT roundtable: “What innovations are needed in the Canadian hotel industry and how might they be implemented to secure the industry's future?”.

This paper provides key information on Canada, its economic conditions, the tourism industry and the hotel industry. It also explains the origins of WHATT and its scholarly journey over the last 19 years. In capturing the essence of the 2012 WHATT roundtable discussion in Canada, the paper provides a strong foundation for the other seven papers that follow in this WHATT theme issue.

The paper looks at key challenges of the hotel industry in Canada and provides thought‐provoking viewpoints from experts.

Readers who are interested in the Canadian hotel industry would benefit from this paper. Authors include the president of the umbrella trade association for the hotel industry, the Hotel Association of Canada, and the editor and publisher of the leading trade magazine for the hotel industry of Canada, Hotelier.

This paper aims to provide answers to the question: “What are the key innovative strategies needed for future tourism in the world?” At the outset, this paper redefines the word “innovation” in the context of the hospitality and tourism industry. It then captures the essence of 13 proceeding papers on innovative initiatives in 17 countries and presents concluding remarks to this Worldwide Hospitality and Tourism Themes (WHATT) theme issue on innovation (v. 11 n. 2, 2019).

This paper draws from a wide spectrum of innovation types, concepts, strategies, suggestions and solutions written by 24 authors, who cumulatively have valuable and diverse experience in managing, operating, teaching, researching and consulting on innovation.

Innovation is relevant to all macro- and micro-level aspects of all industries. In conclusion, to identify common elements in all 13 papers, the author presents a shorter definition: “Innovation is the art of implementing new ideas to improve productivity, products and services, while enhancing customer satisfaction, revenues and profitability”. In addition, he emphasizes that innovation needs vision, mission and passion!

This research contributes to the emerging research theme of innovation in the hospitality and tourism industry and extends/re-defines the word: “innovation”.

There are significant practical implications in terms of industry approaches to use innovative strategies across the world.

Readers who are interested in international best practices of hospitality and tourism would benefit from this paper.