Table of Contents
1. Executive Summary
Ohio’s hospitality sector demonstrated significant strength and resilience in 2023 and 2024, achieving record-breaking economic contributions and high visitor engagement. The state’s tourism industry, a cornerstone of its economy, generated $56 billion in economic impact in 2023 from 238 million visits.1 This robust performance, however, is set against a backdrop of persistent challenges, primarily ongoing labor shortages and the adaptation to inflationary pressures. Hotel employment, while recovering, is projected to remain below pre-pandemic levels in 2025, even as wages have seen substantial increases, indicating a competitive labor market.2
The sector is characterized by dynamic shifts in consumer preferences, with a growing demand for unique, experiential, and sustainable travel options. This trend is fueling growth in several promising areas. Agritourism is rapidly expanding, offering vital diversification for farmers and authentic experiences for visitors.3 Outdoor recreation, underscored by the popularity of state parks like Hocking Hills and national parks such as Cuyahoga Valley, continues to be a major draw.4 Culinary tourism is also gaining prominence, with Ohio’s diverse food scene and curated food trails attracting significant interest.6 Furthermore, strategic development in boutique and luxury hotels, particularly in urban centers like Cleveland, signals confidence in the high-end market.8
Looking ahead to 2025-2026, the outlook for Ohio’s hospitality sector is cautiously optimistic. Sustained growth will depend on the industry’s ability to navigate economic headwinds, effectively address workforce challenges through innovative recruitment and retention strategies, and strategically invest in areas aligned with evolving traveler demands. Technology adoption for enhanced efficiency and guest experience, alongside a commitment to sustainability, will be crucial. The ability to offer compelling value, which increasingly encompasses the quality and uniqueness of the experience rather than just price, will be paramount for success in Ohio’s evolving hospitality landscape.
2. Current State of Ohio’s Hospitality Sector
2.1. Overall Economic Contribution: A Resilient Powerhouse
Ohio’s hospitality sector stands as a significant and resilient contributor to the state’s economy. TourismOhio reported that 2023 was a banner year, setting new records with a $56 billion economic impact derived from 238 million visits. Of these visits, a substantial 48 million were overnight stays, underscoring the state’s appeal as a travel destination.1 Reinforcing this positive trend, direct visitor spending in Ohio reached $42.8 billion in 2023, which in turn generated a total economic impact of $70.7 billion.10 Earlier, in 2022, direct visitor spending was already robust at $41 billion, leading to $53 billion in sales.11
This economic vitality is not confined to major metropolitan areas but is evident across diverse counties. For instance, Summit County reported $1.7 billion in direct visitor spending in 2023.12 Similarly, Adams County, a more rural area, experienced a notable $29.3 million spending boost from tourism in 2023, a 6.5% increase from the previous year.13 Union County also showcased impressive growth, with $159.7 million in direct visitor spending in 2023, marking a 36% increase from 2021.14 The Cincy Region, encompassing Hamilton County in Ohio and Boone, Campbell, and Kenton counties in Kentucky, hosted 25.9 million visitors who contributed $6.5 billion in spending in 2023.15
The sustained post-pandemic rebound evident in these figures points to more than just a recovery; it indicates a new high-water mark for the sector. This suggests that a combination of pent-up travel demand and effective state and local tourism strategies has successfully reinvigorated and expanded Ohio’s appeal. A critical indicator of this success is the fact that 84% of visitors in 2023 expressed an eagerness to return.1 Such a high rate of intended return signals strong satisfaction with Ohio’s tourism product and a significant potential for sustained future visitation, moving beyond an initial rebound phase to establish a loyal visitor base.
Furthermore, the substantial economic contributions observed in varied counties like Summit, with its urban and suburban attractions, and Adams, with its rural and natural draws, highlight a key strength: tourism in Ohio is not solely a big-city phenomenon. It functions as a vital economic engine across different community types, each leveraging unique local assets. Adams County’s growth, for example, is linked to investments in outdoor and eco-tourism alongside new lodging developments 13, while Summit County benefits from a diverse mix including recreation and entertainment.12 This demonstrates the multifaceted nature of Ohio’s tourism appeal and its capacity to generate economic activity in various settings, implying that tailored development strategies for different regions can yield considerable returns.
Table 1: Ohio Hospitality Sector: Key Economic Indicators (2023-2025P)
(P) = Projected
2.2. Hotel Segment Performance: Navigating Recovery and Rising Costs
The hotel segment in Ohio presents a mixed picture of recovery and adaptation. Hotel employment within the state is projected to increase to 181,906 individuals in 2025. While this represents an improvement from 173,033 employees in 2024, it remains 9.82% below the pre-pandemic employment levels of 201,722 in 2019.2 In stark contrast, total wages, salaries, and other compensation within Ohio’s hotel industry are projected to reach $11.12 billion in 2025. This is a substantial 32.35% increase compared to the $8.40 billion recorded in 2019 2, indicating significant growth in per-employee earnings and overall labor costs.
Nationally, the U.S. hotel industry is experiencing a slow-growth mode entering 2025.17 Occupancy is projected to reach 63.38% in 2025, a slight increase from 63.01% in 2024, but still 2.42 percentage points below the 2019 level of 65.80%.18 The national Average Daily Rate (ADR) is anticipated to climb to $162.16 in 2025, up from $159.00 in 2024, while Revenue Per Available Room (RevPAR) is expected to reach $102.78 in 2025, an improvement from $100.19 in 2024.18
Specific Ohio markets demonstrate these trends with local variations. In downtown Cleveland, hotels achieved a record average ADR of $198.91 in 2024, with occupancy standing at 63.4%.19 This ADR is notably higher than the national average. Columbus also reported healthy metrics, with a first-quarter 2024 occupancy of 53.6% and an ADR of $112.41.20 By year-end 2024, Columbus saw occupancy reach 63% with an ADR of $122.29.21 Further context on lodging costs across the state is provided by the U.S. General Services Administration’s per diem rates, which for FY2024 (October 2023 – September 2024) set standard lodging rates at $107, with higher rates in cities like Cincinnati ($156), Cleveland ($150), and Columbus ($122).22 For FY2025, these per diem rates are projected to increase, with the standard rate at $110, Cincinnati at $163, Cleveland at $163 (seasonally adjusted), and Columbus at $132 (seasonally adjusted).23
The juxtaposition of lagging employment recovery against sharply rising wages within Ohio’s hotel sector strongly suggests an intensely competitive labor market.2 Hotels are evidently paying significantly more to attract and retain a workforce that is smaller than pre-pandemic levels. This dynamic places considerable pressure on operational costs and overall profitability, likely necessitating higher room rates or increased operational efficiencies to maintain margins.
While national ADR and RevPAR figures show modest upward trends, certain Ohio markets, such as Cleveland with its record ADRs 19, and Columbus with its robust performance 20, indicate that urban centers with strong demand drivers like conventions, business travel, or unique attractions may possess greater pricing power than the statewide average or national trends for mid-tier properties. This aligns with national observations where luxury and upper-upscale hotel segments are outperforming others.17 The ability of these specific Ohio markets to command premium rates suggests that localized demand factors play a crucial role in hotel performance.
The ongoing scenario where Ohio’s projected 2025 hotel employment still trails 2019 figures 2, coupled with national occupancy forecasts that remain below pre-pandemic peaks 18, hints at the possibility of the industry stabilizing at a slightly lower baseline of physical occupancy. This potential “new normal” might be offset by higher ADRs and a leaner, more highly compensated workforce. Persistent labor shortages, as reported nationally 2, may structurally limit the capacity to consistently service peak pre-pandemic occupancy levels. Consequently, the increased operational costs, particularly labor, necessitate higher ADRs to sustain profitability, even if occupancy rates are marginally lower. The industry’s intensified focus on employee retention through enhanced wages and benefits further indicates an adaptation to a new labor reality, which could influence how hotels manage capacity and pricing strategies moving forward.
Table 2: Ohio Hotel Industry Performance Metrics (2019-2025P)
(P) = Projected; pp = percentage points
2.3. Food & Beverage Landscape: Significant Economic Engine with Evolving Models
Ohio’s food and beverage (F&B) sector is a formidable economic engine. Eating and drinking places across the state are projected to contribute an impressive $46.50 billion in output to Ohio’s economy in 2024. This activity supports a vast workforce, with 514,303 employees, and generates $14.35 billion in total labor income.16 Beyond direct economic output and employment, these establishments are significant contributors to public finances, expected to pay $6.16 billion in taxes to all levels of government in 2024, including $1.57 billion in state taxes and $317.10 million in county taxes.16
Nationally, the restaurant industry’s trajectory reflects continued growth, with sales projected to reach $1.1 trillion in 2024 and further expand to $1.5 trillion in 2025.25 This growth is accompanied by evolving operational models and consumer behaviors. The demand for food delivery services, encompassing groceries, meal kits, and restaurant take-outs, shows no signs of slowing in 2025.27 However, this rise in delivery has also brought challenges. Ghost kitchens, for example, which are entirely delivery-focused, often struggle with brand visibility and direct customer engagement, facing difficulties in building loyalty when interaction is solely via an app.28
Technology adoption is increasingly viewed as critical for navigating the modern F&B landscape. Innovations such as Artificial Intelligence (AI), automation, and robotics are being explored to address persistent labor challenges and enhance operational efficiency, as discussed at the 2024 Ohio Food Industry Summit.30 The National Restaurant Association’s 2024 State of the Restaurant Industry report indicated that 47% of operators believe technology can help address ongoing labor issues.25
The sheer scale of the F&B sector’s output, employment figures, and tax generation in Ohio firmly establishes it not merely as a component of the broader hospitality industry, but as a critical economic pillar for the state.16 The health and performance of this sector have direct and substantial implications for state and local finances, as well as overall employment levels. Consequently, policies and initiatives that support the F&B industry can yield widespread economic benefits for Ohio.
The “unstoppable rise of food delivery services” 27 represents a major disruptive and transformative force within the F&B industry. While these services expand a restaurant’s reach and provide convenience for consumers, they also introduce significant operational complexities. Restaurants must now manage multiple third-party platforms, which can lead to a potential erosion of direct customer relationships and the unique challenges faced by delivery-only models like ghost kitchens, including difficulties in marketing and maintaining quality control once food leaves the premises.28 This increasing reliance on delivery channels necessitates adaptation in kitchen workflows, packaging solutions, and marketing strategies. It is noteworthy that the National Restaurant Association’s 2025 outlook indicates that boosting on-premises traffic remains a priority for many operators, suggesting a desire to balance the convenience of off-premises dining with the unique value of the traditional restaurant experience.26
The push towards AI, automation, and robotics in food processing and service, as highlighted at events like the Ohio Food Industry Summit 30, is largely a response to persistent labor shortages and escalating labor costs. While technology offers the potential to improve efficiency and fill staffing gaps, its implementation requires considerable investment and careful strategic planning. The concurrent emphasis on upskilling the existing workforce 30 suggests that the future of F&B operations will likely be a hybrid model. Technology may not fully replace human labor but will rather alter its nature, creating a demand for new skills and a workforce capable of operating alongside these advanced systems.
2.4. Key Challenges Impacting the Sector: A Persistent Triad
The hospitality sector in Ohio, much like its national counterpart, grapples with a persistent triad of challenges: workforce shortages, inflationary pressures leading to rising operational costs, and the need to adapt to evolving consumer preferences amid economic headwinds.
Workforce Shortages: Despite significant efforts to rebuild the workforce post-pandemic, staffing remains a critical issue. Nationally, U.S. hotels added back over 467,000 direct employees, yet a December 2024 survey revealed that 64.9% of respondents still faced staffing challenges.2 This national trend is reflected in Ohio, where hotel employment in 2025 is projected to remain nearly 10% below 2019 levels.2 Labor shortages and associated costs consistently rank as top concerns for hospitality professionals.24 The restaurant segment is similarly affected, with a 2024 report indicating that 79% of restaurants were short at least one position 31, and 70% of operators found job openings hard to fill, with 45% needing more employees to support customer demand.32
Inflation and Rising Operational Costs: Inflation continues to be a significant factor, influencing both consumer behavior and business operations. Travelers express concern over inflation, which impacts their spending decisions and destination choices.33 For hospitality businesses, the impact is direct and acute. Average food costs for restaurants were reported to be up more than 20% from 2019, with average wages increasing by more than 30% over the same period, significantly squeezing profit margins.32 The Consumer Price Index (CPI) for “food away from home” saw a 3.8% increase for the 12 months ending March 2025, indicating sustained price pressures for the restaurant industry.35 While the overall “All Items” CPI showed a more moderate increase of 2.4% for the same period 35, specific operational costs, such as utility (piped) gas service, experienced sharper rises (+9.4%) 35, further challenging businesses.
Evolving Consumer Preferences & Economic Headwinds: Consumers are demonstrating increased value-consciousness, with 90% of restaurant operators noting this shift.32 Economic concerns are prompting some travelers to opt for more affordable destinations or reduce their overall spending on trips.36 Beyond economic factors, the political climate of a destination is emerging as a more significant consideration in travel decisions, with 42% of Americans in March 2025 stating it would greatly impact their choices, up from 24% in September 2024.33 Hotels and other hospitality providers must adapt to these evolving preferences, which include a continued emphasis on cleanliness, security, and the creation of seamless, integrated guest experiences from arrival to departure.2
The persistence of these workforce challenges several years after the pandemic’s initial shock, particularly Ohio’s specific employment lag in the hotel sector 2, suggests that the labor shortage may be more structural than cyclical. This could be attributed to fundamental shifts in worker expectations, demographic changes, or increased competition for labor from other industries. The industry’s response, characterized by a focus on retention strategies such as higher wages, flexible work hours, and enhanced benefits 2, points to a long-term adaptation to this new labor market reality.
Inflation’s impact is not uniform across the sector. The higher CPI for food away from home directly pressures restaurants.35 While some hotel markets, like downtown Cleveland, have demonstrated an ability to raise ADRs significantly 19, this pricing power is not universal, especially for economy segments nationally, which have struggled to keep rate growth above inflation.17 This environment necessitates meticulous, data-driven pricing strategies and a strong focus on delivering and communicating perceived value to the customer. Operators are aware of this, with many planning discounts and promotions to drive traffic 26, indicating a delicate balancing act between covering rising costs and maintaining customer flow.
A notable paradox is emerging between the “experience economy” and “economic anxiety.” Travelers are increasingly seeking unique, memorable experiences 1, and are influenced by factors such as sustainability and local cultural immersion. Simultaneously, economic anxieties are pushing many towards affordability and value.33 This requires hospitality providers in Ohio to navigate a complex landscape where they must deliver exceptional and distinctive experiences while also addressing price sensitivity and offering tangible value. This redefinition of “value” to encompass not just price but the holistic quality and uniqueness of the experience is a central theme for the industry moving forward.26
3. Promising Areas and Growth Opportunities in Ohio’s Hospitality Sector
Ohio’s hospitality landscape is characterized by diverse appeal and dynamic growth in several niche markets. Capitalizing on these emerging trends and regional strengths will be key to future success.
Table 3: Snapshot of Promising Hospitality Segments in Ohio
3.1. Emerging Tourism Hotspots & Regional Strengths: Diverse Appeal Across the State
Ohio’s tourism appeal is remarkably diverse, with various regions leveraging unique assets to attract visitors and drive economic activity.
Columbus is rapidly gaining national acclaim, recognized as a “Top 10 Best Big City in the U.S.” by Condé Nast Traveler and lauded as a top food city.1 The city’s capacity to host a significant number of conventions, trade shows, and major sporting events (84 in the first quarter of 2024 alone, and 435 throughout the year) solidifies its position as a premier urban tourism hub.20 The “yes, Columbus” marketing campaign has proven effective, demonstrably boosting visitor arrivals and increasing the average length of stay.21 Further enhancing its capacity for large events, the expansion of the Hilton Columbus Downtown has made it Ohio’s largest hotel, leading to a near two-thirds increase in group bookings.42
The Hocking Hills region remains a cornerstone of Ohio’s nature and outdoor adventure tourism. It offers a wide array of accommodations, including cozy cabins, luxury lodges, and unique glamping options, all set amidst stunning natural beauty characterized by waterfalls, extensive trail systems, and opportunities for relaxation and rejuvenation.7 In 2023, Hocking County’s tourism sector demonstrated its economic significance with $162.9 million in direct visitor spending, which translated into a total economic impact of $270.4 million and supported 1,621 jobs.4
Lake Erie Shores & Islands, a traditional and popular leisure destination, continues to show resilience. While 2024 saw some normalization after the record-breaking “revenge travel” years of 2021-2023, the region is strategically positioning itself for future growth with new visitor offerings. It aims to capitalize on consumer intentions to travel more frequently in 2025.44 A significant event for the region was the April 8, 2024, solar eclipse, which provided an unprecedented boost to early April lodging occupancy and room rates.44 The upcoming Waterways Trail, slated for a summer 2025 launch, will further highlight the attractions of Lake Erie.7
Cincinnati leverages its riverfront attractions as a significant draw for events and visitors.45 Although the ongoing renovation of the Duke Energy Convention Center presents a temporary logistical challenge, the broader Cincy Region (which includes partner counties in Northern Kentucky) attracted an impressive 25.9 million visitors in 2023, who collectively spent $6.5 billion.15 Recognizing the importance of large-scale events, Hamilton County is proactively supporting tourism by allocating $1.25 million in grants for such events in 2025.46
Adams County serves as a compelling example of strong growth in rural and eco-tourism. Tourism spending in the county rose by 6.5% in 2023 to reach $29.3 million. A key indicator of this growth is the near-tripling of lodging establishments since 2007.13 This expansion is being fueled by strategic investments, including the development of new visitor centers and grants from the Ohio Department of Natural Resources (ODNR) aimed at enhancing outdoor recreational facilities.13
In Warren County, tourism is a major economic pillar, supporting over 13,000 jobs and contributing $1.7 billion to the local economy in 2023. This is driven by renowned attractions such as Kings Island amusement park and the Ohio Renaissance Festival. Significant investments, including $260 million in campus renovations at the Linder Family Tennis Center and a new dual water coaster set to open at Kings Island in the summer of 2025, are anticipated to draw even larger crowds in the coming year.47
The Cuyahoga Valley National Park (CVNP), situated between Cleveland and Akron, is another vital tourism asset. In 2023, the park welcomed 2.9 million visitors. This visitation translated into $139 million in spending within communities near the park, supporting 2,136 jobs and generating a cumulative economic benefit of $225 million.5
The success stories from these diverse regions underscore that Ohio’s tourism strength is rooted in a varied portfolio of attractions. This ranges from major urban convention centers and redeveloped waterfronts to celebrated natural landscapes and burgeoning rural destinations. Such diversification provides inherent resilience against shifts in traveler preferences and economic conditions, as the state is not overly reliant on a single type of tourism.
A common thread across these growing regions is the catalytic effect of strategic public and private investment. Whether it’s infrastructure upgrades like those in Warren County, the development of new attractions such as the Kings Island coaster, impactful marketing campaigns like “yes, Columbus,” or targeted grant programs in Hamilton and Adams counties, these investments demonstrably fuel tourism growth. This provides a valuable model: targeted capital allocation, whether public or private, can yield significant returns in enhancing regional tourism economies.
Furthermore, “anchor” attractions and events play a pivotal role in driving regional economies. Major theme parks like Cedar Point and Kings Island, national treasures like CVNP, and large-scale conventions and sporting events in cities like Columbus act as powerful economic magnets. They draw substantial visitor numbers and spending, which then creates a ripple effect throughout the local hospitality ecosystem, benefiting smaller businesses and supporting a wide range of jobs. The substantial economic impact figures from CVNP and major Columbus events clearly illustrate this anchoring effect, emphasizing the importance of maintaining and continuously enhancing these key assets.
Table 4: Regional Tourism Highlights: Performance & Key Developments (Selected Regions)
3.2. Growth in Niche Markets: Catering to Evolving Traveler Demands
Ohio’s hospitality sector is experiencing significant growth in several niche markets, driven by evolving consumer desires for more specialized and authentic travel experiences.
3.2.1. Outdoor Hospitality & Agritourism: A Booming Sector
There is a pronounced surge in demand for outdoor hospitality and agritourism experiences across Ohio. Agritourism, in particular, has become a dynamic growth area. The number of agritourism operations in the state nearly tripled between 2002 and 2022, with close to 900 farms generating income through these activities by 2022. This positions Ohio as a leader in agritourism among Midwestern states.3 The financial impact is equally impressive, with income from these farm-based tourism operations increasing by over 1,000% in the past two decades to surpass $32 million annually.3 Successful examples of this trend include Probst’s Blooms & Berries farm market, which offers you-pick opportunities, a petting zoo, and a beer garden, and Indian Springs Berry Farm, known for its berry picking.3
The state’s commitment to promoting outdoor experiences is further evidenced by the 2025 Ohio Travel Guide’s feature of Nelson-Kennedy Ledges State Park, which highlights rugged cliffs, waterfalls, and natural landscapes suitable for adventurous visitors.1 While the OHI Outdoor Hospitality Industry Outlook Report (2024) underscores the need for ongoing monitoring of this evolving landscape 49, national trends already indicate a strong upward trajectory. Camping, in its various forms, is experiencing a renaissance. Since 2014, RV usage nationally has increased by 96%, and the popularity of cabin stays and glamping (glamorous camping) has risen by 101%.38 This national enthusiasm for diverse outdoor accommodations, including more luxurious options, suggests a broadening appeal beyond traditional camping.
The economic benefits of outdoor recreation are substantial, as seen in Adams County, where growth is partly fueled by eco-tourism and investments in outdoor activities.13 Cuyahoga Valley National Park’s $225 million economic contribution in 2023 further highlights the financial power of well-managed natural attractions.5
The rapid expansion of agritourism in Ohio is more than just a tourism trend; it represents a vital farm diversification strategy. Farmers are increasingly turning to agritourism as a means to counteract shrinking profit margins from traditional agricultural crops and to generate new revenue streams without the necessity of acquiring additional land—a growing challenge due to suburbanization and rising land costs.3 This creates a symbiotic relationship where tourism provides economic support for the agricultural sector, and in return, agriculture offers unique, authentic experiences for travelers.
The strong demand for outdoor recreation clearly transcends traditional camping. The national surge in diverse outdoor lodging options, from RVs to glamping sites 38, combined with Ohio’s consistent promotion of its state parks and natural attractions 1, points to a broad and expanding consumer desire to connect with nature. This appeal extends beyond dedicated outdoor enthusiasts to include families and leisure travelers seeking accessible and comfortable ways to enjoy the outdoors. The success of destinations like Hocking Hills 4 and the growth of eco-tourism in areas like Adams County 13 further validate this trend. This suggests that continued investment in outdoor infrastructure, diverse lodging options (such as cabins and glamping facilities), and well-maintained recreational areas will meet a growing and evolving market demand.
3.2.2. Experiential and Culinary Tourism: Immersive Ohio Adventures
A significant shift in traveler behavior is the increasing prioritization of experiences over passive sightseeing. Data indicates that 80% of travelers actively research food and drink options when planning a trip to a new destination.50 Ohio is strategically capitalizing on this trend, particularly in culinary tourism. Columbus Food Adventures, which was voted the best food tour in the U.S. by USA Today readers, exemplifies this success, having introduced thousands of visitors and residents to the breadth of Columbus’s restaurant scene over nearly 15 years.6 The 2025 Ohio Travel Guide prominently features the state’s culinary scene, encouraging visitors to savor local flavors and iconic dishes.1 This focus is further amplified by media exposure, such as the six Columbus dining spots featured on the popular Food Network show “Diners, Drive-Ins and Dives” in the fall of 2024.7
Agritourism destinations also play a crucial role in offering direct culinary experiences. Establishments like Young’s Jersey Dairy (farm-fresh ice cream), Ferrante Winery & Ristorante (estate wines and dining), and Fibonacci Brewing Company (small-batch brewery with an urban farm, sourcing locally) provide visitors with a taste of Ohio’s agricultural bounty.39 The convergence of cultural experiences, outdoor pursuits, and the growing importance of culinary offerings are identified as key travel trends shaping Ohio’s tourism landscape.10 The influence of food-related media, sometimes dubbed the “Top Chef Effect,” demonstrates the power of television programs and social media in boosting food tourism and drawing visitors to featured establishments and regions.50
To further enhance experiential travel, Ohio is developing and promoting themed driving trails. These include the Air & Space Trail, the Creativity Trail, and the forthcoming Waterways Trail (expected in summer 2025), all designed to offer curated, thematic journeys through the state’s diverse attractions.7
Ohio’s diverse and vibrant food scene, encompassing everything from farm-to-table dining 39 to acclaimed urban food tours 6 and nationally recognized chefs and restaurants 6, is increasingly becoming a significant standalone attraction. This appeals to a growing segment of “deliberate” culinary travelers who plan their itineraries around food and are often willing to spend more on these experiences.51 The variety available, from wineries and craft breweries to a multitude of ethnic food offerings in cities, provides broad appeal and suggests that marketing Ohio as a “foodie destination” can attract a high-value visitor segment.
The development of curated “Trails & Tales” 7 is an astute strategy for packaging disparate attractions into cohesive and easily marketable experiences. These themed routes simplify trip planning for visitors by providing a narrative and structure, encouraging the exploration of multiple sites within a theme. This approach can increase the length of visitor stays and overall spending. Moreover, such trails can help smaller or lesser-known attractions gain visibility by being included as part of a larger, actively promoted experience, catering to specific interests and aligning perfectly with the broader trend of experience-based travel.
3.2.3. Boutique and Luxury Hotel Development: Meeting High-End Demand
The Ohio hotel landscape is witnessing notable activity and investment in the boutique and luxury segments, particularly in its major urban centers. Cleveland, for example, is a focal point for such developments. A significantly redesigned boutique hotel in the Ohio City neighborhood, which will operate under Marriott’s Tribute Portfolio brand and offer 129 rooms, is progressing through development stages.8 Adding to this upscale momentum, Marriott International’s luxury W brand is expanding into downtown Cleveland with a high-profile, dual-branded W Residences and W Hotels property. This ambitious $218 million project is set to include 210 branded luxury hotel rooms and is slated for completion in late 2026.9
These developments in Ohio align with national trends where luxury and upper-upscale hotels are generally outperforming other segments in terms of RevPAR growth and investor interest.17 The significant capital being deployed for these new properties signals strong investor confidence in the growth potential of Ohio’s high-end lodging market. Large-scale projects such as the W Hotel and Residences are typically undertaken after thorough market analysis and a positive outlook on future demand from affluent leisure and business travelers. The selection of established luxury (W) and premium boutique (Tribute Portfolio) brands further indicates an expectation of attracting a discerning clientele willing to pay for premium accommodations and experiences.
The Ohio City boutique hotel project also highlights another trend: the role of such hotels as neighborhood anchors. The development plans emphasize a design that integrates with the existing character of the historic Market District, including the incorporation of multiple food and beverage venues accessible to both guests and locals, and improvements to the public realm.8 This approach reflects a broader movement where boutique hotels strive to be more than just places to stay; they aim to become local social hubs, contributing to the vibrancy and appeal of their surrounding districts. By offering attractive F&B options like a large restaurant-bar and a rooftop lounge, these hotels can enhance their own revenue streams while also enriching the local community and drawing in non-guest patrons.
3.3. Investment and Development Outlook: Fueling Future Growth
Substantial investment is flowing into Ohio’s tourism sector, signaling a positive outlook for future growth and development. TourismOhio’s unveiling of the 2025 Ohio Travel Guide represents a key ongoing marketing investment aimed at attracting visitors.1 Beyond marketing, the state government made an unprecedented investment of over $1 billion in 2024 to stimulate economic growth. This includes initiatives like the Ohio Innovation Hubs Program and the Ohio BUILDS program, which are dedicated to revitalizing communities and upgrading infrastructure critical for tourism, such as transportation and public spaces.53 The Appalachian Community Grant Program is another significant state-led effort, specifically targeting the transformation and upliftment of the 32 Appalachian counties through funding for public spaces, workforce development, and healthcare services.53
Specific new attraction developments (excluding Cleveland, as per refinement) are numerous and diverse, indicating broad-based investment across various regions and tourism segments:
In the Sandusky Area / Lake Erie Shores & Islands, Cedar Point is set to debut “Siren’s Curse,” described as the tallest, fastest, and longest “tilt” roller coaster in North America, in Summer 2025. Kalahari Resorts & Conventions in Sandusky is adding the “Dawn Breaker” waterslide and two new eateries in 2025. The historic Lonz Mansion on Middle Bass Island is undergoing extensive renovations and will reopen in 2025 with a first-floor museum and second-floor guest rooms. The Aquatic Visitors Center at Put-in-Bay is also reopening in 2025 after a $6.2 million renovation. African Safari Wildlife Park has introduced new up-close animal encounters. Other new additions include The Wave boutique hotel in Marblehead (formerly Lighthouse Hotel), a new public art sculpture (“Aboard”) in Vermilion, indoor entertainment venues like Tilt Studio and Adventure Play, the Mulberry Creek Winery, several new restaurants such as Pipe Creek Wharf and The Beach Glass Lounge, the Sound Grounds performance café, the Downtown Sandusky Cedar Point Historical Museum, and the Sandusky Pedal Company party bike tours.48
In Fremont, plans are underway for a new $12 million, 88-room SpringHill Suites by Marriott. Construction is anticipated to begin in the fall of 2025, with a grand opening projected for early 2027. This development is expected to generate up to 30 full-time positions.54
Warren County will see the opening of a new dual water coaster at Kings Island in the summer of 2025, adding to the park’s appeal.47
In Columbus, the Columbus Zoo and Aquarium is renovating its North America Region, with an anticipated opening by mid-2025. The downtown area continues to see the addition of new art galleries and restaurants, enhancing its cultural hub.7
Tourism grant programs remain active, providing crucial support for local initiatives. Hamilton County has allocated $1.25 million for grants to support large tourism events in 2025.46 Visit Canton offers various grant programs for 2025-2026, including those for cultural tourism development, event support, and marketing co-ops.55
The breadth of these investments—spanning state-led marketing and infrastructure programs, private sector development of major attractions and hotels, and local grant initiatives—highlights a multi-layered, synergistic approach to tourism growth in Ohio. This collaborative ecosystem, where public and private entities work in concert, is generally more effective in achieving comprehensive destination enhancement than isolated efforts.
A key strategy evident in established destinations like Cedar Point and Kalahari Resorts is continuous reinvestment in their tourism assets.48 By consistently adding new, high-profile attractions, these destinations maintain market leadership, encourage repeat visitation, and generate ongoing media attention and public excitement. This demonstrates an understanding that tourism products are not static and require ongoing innovation to remain competitive.
Furthermore, the development pipeline shows a diversification of attractions beyond traditional theme parks. The emergence of new wineries, historical museums, indoor entertainment centers, and unique experiential offerings like party bike tours indicates a broadening of the types of attractions being developed across Ohio.48 This strategy caters to a wider range of visitor interests, can help extend the tourism season by offering more indoor and year-round activities, and provides more reasons for visitors to explore a region, potentially increasing their length of stay and overall economic contribution.
3.4. Leveraging Technology and Innovation: Enhancing Efficiency and Experience
Technology is assuming an increasingly pivotal role in the Ohio hospitality sector, serving as a critical tool for addressing persistent industry challenges and enhancing the overall guest experience. Within the hotel segment, there is an expectation that organizations will move towards consolidating their technology ecosystems under fewer vendors. This strategic shift aims to reduce operational friction, improve data integration, and create more seamless system management.2 Concurrently, robust data security measures are transitioning from a baseline expectation to a potential competitive advantage, as guests and businesses alike place a higher premium on the protection of personal and financial information.2
In the food industry, attention is turning towards advanced technologies such as Generative AI, automation, and robotics. These innovations are being explored as potential solutions to ongoing labor shortages and as means to improve operational efficiency and consistency.30 The National Restaurant Association’s research underscores this trend, with 76% of restaurant operators believing that technology provides a competitive edge, and 47% anticipating that the use of technology to address labor challenges will become more common.32 On a national scale, the adoption of AI for enhanced customer service and the Internet of Things (IoT) for creating personalized guest experiences are identified as key trends for 2025.56
However, the integration of technology is not without its nuances. While travelers are increasingly comfortable with technology in many aspects of their journey, there is also a degree of skepticism, particularly concerning AI-generated promotional content. Surveys indicate a preference for authentic imagery and transparency in marketing materials.36
The convergence of several factors—persistent labor shortages 2, rising operational costs, and evolving guest expectations for seamless and personalized service 2—makes strategic technology adoption not merely an option but a fundamental imperative for survival and competitiveness in Ohio’s hospitality sector. The insights from industry partners like Oracle, highlighting tech consolidation and security as competitive differentiators, signal a mature understanding of technology’s role, extending beyond basic operational functions to strategic business drivers.2 The food industry’s active exploration of AI and robotics 30 is a direct and pragmatic response to workforce pressures and the need for greater efficiency.
While technology offers significant potential for streamlining operations (e.g., automated check-in/out processes 2, efficient online ordering systems 27), a crucial balance must be struck. There remains a clear and strong consumer desire for authenticity in their travel experiences 36 and, in many hospitality settings, for positive and meaningful in-person staff interactions.2 The challenge for Ohio businesses lies in implementing technology in a manner that enhances operational efficiency and guest convenience without sacrificing the human touch that is often central to the concept of hospitality. This suggests that technology should ideally augment, rather than entirely replace, human service. The focus should be on leveraging tech for back-of-house efficiencies or for guest-facing conveniences that do not feel impersonal, thereby preserving the valued elements of genuine human connection.
3.5. Sustainable Tourism Initiatives: Growing Importance and State Efforts
Sustainability in travel is an increasingly significant consideration for American consumers, with over 82% of adults stating that environmentally friendly or sustainable travel is either very or somewhat important to them.41 While traditional factors like cost (cited as most important by 60% of travelers) and time/convenience (36%) still dominate booking decisions, a notable 5% now identify sustainability and carbon footprint as their primary concern.41 This growing awareness is influencing behavior: 52% of American adults express a desire to make more eco-friendly travel decisions, provided it does not inconvenience them, while a dedicated 23% are willing to make such choices even if it entails some inconvenience.41 Furthermore, a considerable portion of travelers indicate a willingness to pay more for sustainable options, with 27% ready to spend between $50 and $250 more, and 15% even more than that, to lower their carbon footprint.41
Ohio is actively responding to this trend through state-led initiatives. The “ConServe Ohio” program, spearheaded by the Ohio Department of Natural Resources, serves as a call to action for both state park staff and visitors to implement sustainable practices within Ohio’s State Parks. This initiative focuses on key pillars such as energy efficiency, water conservation, waste management and reduction, sustainable transportation, environmentally conscious maintenance and engineering, habitat and resource protection, and education and outreach.40 Beyond state parks, the food packaging industry within Ohio is also addressing environmental concerns by prioritizing the development and use of bioalternatives to conventional petroleum-based plastics, which are major contributors to municipal solid waste.30
The substantial percentage of travelers who value sustainable travel indicates an emerging market demand. While sustainability is not yet the primary booking driver for the majority, its growing importance suggests that Ohio tourism businesses adopting and promoting sustainable practices can gain a competitive differentiator, appealing to an increasingly conscious consumer base. Early adopters of credible sustainability measures may establish a positive reputational advantage and attract this motivated segment of travelers, particularly the 23% willing to be inconvenienced and the 42% willing to incur additional costs for more environmentally sound options.41 The existence of state-level programs like ConServe Ohio 40 provides a supportive framework and signals governmental endorsement, which can encourage broader adoption of sustainable practices across the industry.
Moreover, many sustainability practices offer a dual benefit by also contributing to operational efficiency and cost savings. The core components of the ConServe Ohio initiative—such as improving energy efficiency, conserving water, and reducing waste 40—directly address resource consumption. By implementing measures in these areas, hospitality businesses can inherently lower their utility bills, reduce material costs, and decrease waste disposal expenses. This alignment of economic incentives with environmental responsibility makes the adoption of sustainable practices a more attractive and pragmatic proposition for businesses, fostering a scenario where ecological stewardship and financial prudence can go hand-in-hand.
4. Strategic Recommendations & Future Outlook (2025-2026)
4.1. Synthesized Forecast for Key Hospitality Segments in Ohio
The overall outlook for Ohio’s hospitality sector leading into 2025-2026 is characterized by cautious optimism, continued evolution, and adaptation to a dynamic market.
Hotels: The national trend of modest growth in hotel occupancy and ADR is expected to continue 17, and Ohio’s hotel market will likely mirror this trajectory, albeit with notable regional variations based on local demand drivers. Labor costs, driven by the significant wage increases seen in recent years 2, will remain a primary pressure point influencing profitability and operational strategies.24 Consistent with national observations, luxury and upper-upscale hotel segments, along with the extended-stay category, are poised for stronger performance relative to midscale and economy tiers.17 Investment in new hotel supply nationally is showing a preference for extended-stay brands.52
Food & Beverage: National projections indicate continued growth in restaurant sales through 2025 26, and Ohio’s robust F&B sector, with its substantial economic footprint 16, is expected to follow this positive trend. Key success factors will include the effective adoption of technology to manage operations and labor 30, and the strategic integration and management of delivery services, which continue to reshape consumer access.27 Operators will increasingly focus on striking a balance between offering perceived value and delivering high-quality, memorable dining experiences.26
Tourism (General): Visitor intent for travel in 2025 remains strong.34 There is a clear and growing preference for experiential travel, including cultural tourism, outdoor activities, and culinary adventures.10 However, economic concerns will continue to influence traveler choices, with some segments prioritizing perceived value and affordability.36 A positive sign for the broader U.S. market, which could benefit Ohio, is the forecast that total international arrivals to the U.S. will surpass pre-pandemic levels by 2026.58
A nuanced “K-shaped” recovery and growth trajectory appears likely within the hospitality sector. This means that different segments and consumer demographics may experience varied rates of growth. Higher-end offerings, particularly in lodging and dining, and travel focused on unique experiences are anticipated to see stronger growth. Conversely, price-sensitive segments and budget-focused travel may face more significant headwinds or slower recovery. This divergence is supported by national data showing luxury and upper-upscale hotels outperforming other categories 17, and traveler surveys indicating that while some consumers are cutting back on travel spending due to economic concerns 36, others, such as Baby Boomers, report plans to increase their travel expenditures.57 Younger demographics like Millennials and Gen Z are key drivers of travel growth but exhibit mixed financial plans, often seeking budget-friendly options alongside a strong desire for unique experiences.2
The concept of “value” in hospitality is also evolving. It will increasingly transcend mere low price to encompass the overall quality of the experience, its uniqueness, its alignment with personal values (such as sustainability), and the level of service and amenities provided. Businesses that can successfully articulate and consistently deliver on this broader, more holistic definition of value will be better positioned to thrive. The National Restaurant Association’s 2025 industry report emphasizes this shift, highlighting the need to expand the definition of value to include a dynamic mix of experience, innovation, and affordability.26 The documented traveler prioritization of experiences 10 and the influence of factors like authenticity and local culture 36 suggest that even price-sensitive consumers may be willing to allocate their budget towards offerings that provide a high perceived value in terms of the overall experience.
4.2. Recommendations for Stakeholders
To navigate the evolving landscape and capitalize on growth opportunities, stakeholders in Ohio’s hospitality sector should consider the following strategic recommendations:
For Hospitality Businesses (Hotels, Restaurants):
Embrace Technology Strategically: Invest in technology solutions that demonstrably improve operational efficiency, which can help mitigate rising labor costs, and enhance the guest experience without sacrificing essential human interaction. Focus on integrating tech stacks for better data flow and management, as suggested by industry analyses.2
Prioritize Workforce Development & Retention: The labor challenge requires a multifaceted approach. Continue to offer competitive wages and benefits to attract and retain talent.2 Implement comprehensive training programs, such as ServSuccess 59, and create clear pathways for career advancement to improve employee engagement and longevity.24 Explore partnerships with educational institutions to build a talent pipeline and consider programs like HOPES, which connects employers with justice-involved individuals seeking opportunities.59
Develop Tiered and Targeted Offerings: Recognize the bifurcated nature of consumer demand. Develop offerings that cater to price-sensitive consumers through value promotions and accessible options 26, while also creating and marketing premium experiences for those willing to spend more. Clearly articulate unique selling propositions to differentiate from competitors.
Enhance the On-Premises Experience: Particularly for the food and beverage segment, while off-premises (delivery, takeout) remains important, a renewed focus on making the in-person dining experience compelling and memorable can drive traffic and loyalty.26
For Tourism Boards & Destination Marketing Organizations (DMOs):
Promote Niche Tourism Vigorously: Actively market Ohio’s distinct strengths in burgeoning areas such as outdoor recreation (state and national parks), agritourism (farm stays, markets, experiences), culinary tourism (food trails, local sourcing), and cultural experiences (museums, heritage sites).1 Continue to develop and promote themed trails that package attractions and simplify trip planning for visitors.7
Champion and Support Sustainable Practices: Encourage and provide resources for tourism businesses to adopt sustainable operational practices, aligning with growing consumer demand and state initiatives like ConServe Ohio.40 Actively market Ohio’s commitment to sustainability as a point of differentiation.
Invest in Data-Driven Market Research and Agile Marketing: Continuously monitor evolving travel trends, consumer sentiment, and economic indicators.33 Utilize these insights to tailor marketing campaigns to specific demographics and psychographics, particularly influential groups like Millennials and Gen Z.2
For Investors & Developers:
Identify and Target Underserved Niche Markets: Explore investment opportunities in segments with demonstrated growth potential and potentially less saturated markets. This includes boutique and lifestyle hotels 8, unique outdoor accommodations such as glamping facilities 38, and venues that offer distinct experiential activities.
Focus on Regions with Strong Growth Drivers and Supportive Ecosystems: Consider investments in areas with proven tourism appeal, a pipeline of new attractions, supportive local infrastructure, and proactive DMOs. Regions like Columbus, Hocking Hills, and areas benefiting from new major attraction developments (e.g., Sandusky area) present compelling cases.48
Incorporate Sustainability into Development and Operations: Design and develop new properties with sustainability principles at the forefront. This not only meets growing consumer expectations but can also lead to operational efficiencies and prepare for potential future regulatory shifts.
Addressing the critical labor crisis requires a holistic set of solutions that extend beyond merely increasing wages. While competitive compensation is foundational, long-term stability will depend on creating clear and attractive career paths within the hospitality industry, investing significantly in skills development and continuous learning opportunities 24, fostering inclusive and supportive work environments 60, and proactively tapping into underutilized labor pools, such as through programs designed for justice-involved individuals like HOPES.59 Such comprehensive strategies are essential for making hospitality careers more appealing and accessible.
The rapid evolution of consumer preferences 2, fluctuating economic conditions 33, and the swift pace of technological advancements 2 demand that hospitality businesses and DMOs cultivate core competencies in agility and adaptability. The ability to quickly respond to market shifts, innovate offerings, and pivot strategies will be paramount for success. The evolution of ghost kitchens from purely delivery-focused operations to more hybrid models that incorporate physical storefronts or partnerships 29 serves as a prime example of this necessary adaptability in action. Static business models are increasingly vulnerable in this dynamic environment; continuous learning, market responsiveness, and a willingness to innovate are no longer optional but essential for sustained viability.
4.3. Concluding Thoughts: Ohio’s Path to Sustained Hospitality Growth
Ohio’s hospitality sector has unequivocally demonstrated remarkable resilience and is currently navigating a path of continued growth and transformation. This positive trajectory is propelled by strong foundational assets, including diverse natural landscapes, vibrant urban centers, and a rich cultural heritage, complemented by a clear willingness within the industry to innovate and adapt. While significant challenges, particularly concerning workforce availability and the need to navigate evolving economic conditions, will undoubtedly persist, the opportunities for strategic advancement are considerable.
The state’s multifaceted offerings, which span from the bustling energy of its major cities to the tranquil beauty of its natural parks and the unique appeal of its niche experiences, position Ohio favorably to capture a wide spectrum of traveler interests and motivations. The future prosperity of the sector will hinge on several key factors: sustained and strategic investments in infrastructure, new and enhanced attractions, and targeted marketing initiatives will be crucial. Equally important will be a concerted focus on comprehensive workforce development programs designed to attract, train, and retain talent. The thoughtful adoption of technology to enhance both operational efficiency and the guest experience, alongside a genuine commitment to sustainable tourism practices, will further bolster the industry’s competitiveness and long-term viability.
Ultimately, the ability of Ohio’s hospitality providers to deeply understand and adeptly respond to changing consumer demands will define the sector’s success in 2025, 2026, and beyond. Modern travelers increasingly seek authentic, experiential, and value-driven journeys. “Value” itself is being redefined, moving beyond simple price considerations to encompass the quality, uniqueness, and emotional resonance of the entire experience.
The most promising path forward for Ohio’s hospitality industry involves a continued strategic shift away from generic, one-size-fits-all offerings towards the cultivation of unique, memorable, and often specialized experiences. These experiences should aim to cater to specific traveler passions, whether they lie in culinary exploration, outdoor adventure, cultural immersion, or agritourism. This necessitates a sophisticated understanding of market segments and the ability to tailor products and marketing messages effectively. The documented success of specialized offerings, such as curated food tours 6, immersive agritourism farms 3, and distinctive lodging options 48, provides compelling evidence for this experience-centric approach. Ohio’s diverse regional strengths provide a fertile ground for a wide array of such specialized and authentic experiences.
Furthermore, the interconnected nature of the challenges facing the sector—labor shortages, rising costs, shifts in consumer behavior—and the opportunities presented by niche markets, technological advancements, and sustainability initiatives means that isolated efforts by individual businesses or DMOs will likely be less effective than collaborative strategies. Fostering a robust ecosystem of cooperation, involving public-private partnerships, active industry associations, and engaged community stakeholders, will be vital. Workforce development, for example, often thrives through partnerships between industry, government, and educational bodies.59 Similarly, destination marketing is inherently a collaborative endeavor, and addressing systemic issues like infrastructure development or the broad adoption of sustainable practices requires coordinated action across multiple fronts. By embracing this collaborative and experience-driven future, Ohio can unlock the full potential of its dynamic hospitality sector.
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Author: Pri
Pri is a seasoned professional with expertise in commercial real estate advising, development, and hospitality management. Over the past decade, Pri has guided property investors, led development projects, and crafted personalized hospitality experiences. His strong educational background and professional associations highlight their commitment to excellence. As a commercial real estate advisor, Pri navigates complex investments while leading various ventures as CEO and President, emphasizing integrity and tailored services through platforms like Elite Hotel Investor’s Club. In hospitality, Pri blends Indian values to create inviting experiences at Nice N Neat Homes. With 13+ years in Ohio's real estate scene, he bridges cultural and local insights. Pri speaks English, Hindi and Gujarati Pri's civic engagement also demonstrates a commitment to community improvement, advocating for transportation accessibility and regional development. This complements their real estate work, providing valuable perspectives on local government dynamics.