Centara Hotels & Resorts will open Centara Life Namba Hotel Osaka in the Namba district in 2Q2026. To mark the opening, Centara is offering a limited-time launch promotion for members of its CentaraThe1 programme.
The offer is available for bookings made until May 31, 2026, for stays between May 1 and August 31, 2026. Eligible members receive a 25 per cent discount on selected room rates and earn triple CentaraThe1 points per stay.
Centara Life Namba Hotel Osaka will open in the Namba district with a limited-time member launch offer
Centara Life Namba Hotel Osaka is located close to several of the city’s key areas, including Dotonbori, Kuromon Market and Shinsaibashi. The hotel is positioned as a base for visitors exploring central Osaka.
The launch offer applies only to CentaraThe1 members and is subject to availability and booking terms set by the hotel.
Corporate travel strategy should shift words more value-generating travel, relook at rate and sourcing methods, and leverage technology to manage complex travel programmes
Corporate travel strategy should shift words more value-generating travel, relook at rate and sourcing methods, and leverage technology to manage complex travel programmes
Travel managers, travel management companies, and suppliers are increasingly facing constant economic pressure, rising traveller expectations and the pressure from internal stakeholders to deliver measurable impact.
To stay competitive, travel decision makers need to relook at the strategy of their travel programmes from budget and sourcing to technology and content.
The 2025 Global Cvent Travel Managers Report surveyed 1,600 travel decision-makers across the globe on how they are tackling rising costs, embracing new sourcing strategies, and leading the way in a hybrid, digital-first world.
Shift from volume to value
In light of rising costs, rather than simply reducing the number of trips, travel leaders are prioritising trips that can generate more revenue and build relationships.
According to the report, organisations are likely to be reducing spending on incentive trips (31%), internal meetings or office visits (31%), and company retreats (30%). Instead, identify trips that other countries in the region are prioritising and build a data-backed case internally for where in-person travel in Asia delivers measurable ROI — and where virtual or hybrid formats can cover lower value needs.
This allows you to protect high-value travel such as strategic customer meetings, regional leadership gatherings, and major industry events, while being more cost-efficient.
Travel managers should reassess the purpose and timing of business trips to prioritise essential travel – such as gaining new customers and networking opportunities – and reducing non-essential categories.
Rethink rate and sourcing strategies in Asia
Asia’s diverse markets, currencies, and hotel landscapes make rate strategy particularly complex. The report found that many travel managers in Asia report difficulties negotiating, with nearly half stating that discussions with hotels are more challenging now than five years ago.
To combat this, travel managers can shift towards other locations in Asia where they can apply a more flexible, multi-market approach. Seeking more collaborative relationships with suppliers is also mutually beneficial.
Break down silos between travel and meetings
Organisations that have separate travel, meetings and events programmes may be losing out on savings and negotiating leverage.
91% of travel managers say they are responsible for sourcing hotels and venues for their organisation’s meetings and events. By consolidating the sourcing responsibilities under one job function, organisations report better operational efficiency (49%), cost savings (48%), and attendee satisfaction (48%).
If you are still operating in silos, now is the time to identify opportunities to combine hotel and venue sourcing for business travel and meetings across key cities. A more integrated approach can give a consolidated overview of total spend, stronger negotiating power with regional suppliers, and a more consistent traveller experience across trip types.
Technology is essential
The report shows how travel managers are leaning on technology to manage increasingly complex programmes from sourcing platforms and digital content to approval workflows and reporting.
To leverage technology efficiently, you must assess if your tech stack provides visibility into regional trends, identify gaps in digital content that hinder confident property comparisons, and collaborate with partners who support centralised sourcing strategies across multiple markets.
For more insights into building a resilient 2026 travel programme, read more of the 2025 Global Cvent Travel Managers Report to explore all the industry findings, regional breakouts, and practical insights.
Thai AirAsia has appointed Phairat Pornpathananangoon as general manager, effective January 31, 2026.
He succeeds Santisuk Klongchaiya, who is retiring from the role and will continue with the company as adviser.
Pornpathananangoon has more than 20 years’ experience with AirAsia. He joined Thai AirAsia in 2004 as financial planning manager, was appointed chief financial officer of Thai AirAsia X in 2014, and returned to Thai AirAsia as chief financial officer in 2021.
Thailand’s hotel investment market reached a record level in 2025, with total transaction volume of 26.4 billion baht (US$845.6 million), the highest ever recorded and an increase from 25.1 billion baht in 2024.
Data presented by JLL Hotels & Hospitality Group at the Thailand Tourism Forum 2026 showed that the result exceeded the 10-year historical average of 13.9 billion baht. Despite global economic cooling, the country’s hospitality sector continued to show resilience.
Thailand’s hotel investment market reached a historic milestone in 2025; photo by Anne Somanas
Orn Yomchinda, executive vice president, investment sales, Asia at JLL, said the 2025 figures surprised many in the industry.
“2025 has officially become Thailand’s biggest year yet for hotel transactions, characterised by a robust liquidity environment that outperformed our initial forecasts. What is particularly notable is that while the number of transactions year-on-year remained steady at 18, the average volume per transaction rose from 1.1 billion baht historically to 1.5 billion baht this year and last year,” said Yomchinda.
She also pointed to a shift in where capital is being deployed.
“Bangkok remains the undisputed powerhouse, accounting for 80 per cent of the total transaction volume, followed by Phuket at around eight per cent – quite a significant drop from 23 per cent last year, mainly because there’s not a lot of assets coming up for sale at reasonable pricing or market pricing; also lot of the owners are also long-term owners who are not looking to sell their assets,” she said.
While 2025 set a high benchmark, forecast transaction volumes for 2026 are expected to moderate to around 13 billion baht.
Yomchinda also identified emerging avenues for value creation amid rising costs and geopolitical uncertainty, including secondary markets beyond Bangkok, Phuket and Samui, as well as financing structures such as mortgages or sales with redemption rights.
She added: “Investors are now pivoting toward mixed-use developments such as hotels with branded residences and hotel redevelopments. There is a clear ‘new wave’ of repositioning older hotels in prime locations to unlock their true market value.”
The Bali provincial government is considering stricter entry requirements for international visitors, including proof of financial capacity and verification of travel plans, as part of efforts to reposition the island as a quality tourism destination.
Bali governor Wayan Koster said the measures are intended to ensure visitors can support themselves and travel responsibly. “One aspect of a quality tourist is the amount of money in their account over the past three months,” he explained.
Bali has seen a sharp rise in international arrivals, prompting officials to review how tourism growth is managed on the island
The proposed rules would also include a review of travel plans, such as length of stay and intended activities, to help visitors have meaningful experiences while benefiting the island.
The move comes after Bali recorded a record 7.05 million international arrivals in 2025, an 11.3 per cent increase from 2024. While the rebound has boosted the local economy, Koster observed that rapid growth is creating new challenges for local services and communities.
“We now need to manage tourism more strategically under the new proposed regulations, and the province will prioritise high-value and sustainable visitors,” he said.
TTG Asia contacted Indonesia’s immigration communications office to clarify whether the checks could be implemented. The office said no technical guidance has been issued, and any formal position would await a statement from the director general of immigration. Under current rules, visitors are not required to present bank statements on arrival, though officers may request proof of sufficient funds and onward travel if necessary.
Putu Winastra, chairman of the Association of the Indonesian Tours and Travel Agencies (ASITA) Bali Chapter, described the proposal as a positive step, while underlining that Bali itself requires careful planning.
“If the objective is quality tourism, the first thing that needs fixing is the destination itself. This is less about filtering tourists and more about whether Bali is prepared to confront overdevelopment,” he said.
He added that the government must clarify its stance on long term planning. “Are they really willing to pause or impose a moratorium on tourism development, reorganise zoning, and commit to a consistent plan? Without that, financial screening may end up becoming symbolic.”
For Jongki Adiyasa, executive director of Ina Leisure Tour and Travel, enforcing existing rules could achieve more immediate results than financial checks at entry. “Behaviour would change quickly if rules were applied consistently, regardless of how much money visitors have in their accounts,” he said.
He noted: “Visitors come to Bali in different ways, so any new checks would need to be practical and consistent, and visitors might choose other destinations instead.”
Frasers Hospitality has prioritised expansion for the Modena by Fraser portfolio with the launch of its eighth Modena by Fraser property in China. The new property is the first Frasers Hospitality-branded and invested premium rental apartment (PRA) project in the company’s global portfolio.
The new 325-room Modena by Fraser Shenzhen, which occupies the first 16 floors of the Shennan 1001 tower, offers a range of apartment types along with a versatile hobby zone, a pickleball court, residents’ lounge, a pet-friendly establishment, and curated programme of neighbourhood walks.
The launch of Modena by Fraser Shenzhen by Frasers Hospitality signals further expansion of the Modena portfolio in China
As a PRA project, Modena by Fraser Shenzhen is designed to have more versatile layouts than other Frasers Hospitality-branded properties – studios dominate the room inventory, with fewer two- and three-bedroom units. Facilities are also geared more towards young working professionals, who are seeking urban long-stays.
The property is a 50-50 joint venture with real estate player Tishman Speyer.
Speaking to TTG Asia at the launch event for Modena by Fraser Shenzhen, Frasers Hospitality CEO Eu Chin Fen said the brand first debuted in China’s Tianjin in 2010. The Tianjin property functioned as a prototype to showcase the brand and perfect the product.
Eu recognised that Shenzhen is a relatively young city in China, as such, demand for quality rental housing among young professionals runs high in the city.
“Our eye is on the younger segment of discerning guests, people who do not have a family of their own yet and need flexibility and experiences,” Eu shared.
She believes that the Modena by Fraser brand fills a need in China, as “rental housing run by local Chinese operators is fragmented”.
“People want properties that are centrally managed by international brands. People are looking for reliable operators with credible standing. We are coming to fill this gap.”
Modena by Fraser Shenzhen soft-opened with 60 rooms last March, and moved into full operations five months later. Its average occupancy stands at 80 per cent, with 70 per cent of guests being on long-stay arrangements made by corporate accounts and relocation agents.
The property aims to eventually achieve a ratio of 80 corporate guests to 20 leisure guests.
Frasers Hospitality has prioritised expansion for the Modena portfolio in China – two properties are set to open in Dalian and Chengdu over the next 12 to 18 months.
Eu sees “a lot of potential in first-tier cities”, especially those with strong economic activities and intense foreign investments.
The company will also tweak existing Modena by Fraser properties around the world as it determines their suitability for a PRA repositioning.
A Frasers Hospitality spokesperson explained that tweaks could involve both hardware and “heartware” – the latter being curated programmes for residents.
Paradox Hotels & Resorts has entered the Thai capital with the rebranding of the former Four Points by Sheraton Bangkok, Sukhumvit 15, effective January 1, 2026.
The move marks a strategic expansion for the independent hospitality group, which launched in 2022 and currently manages more than 2,200 rooms across nine global destinations in five countries.
The former Four Points by Sheraton Bangkok, Sukhumvit 15, has been rebranded as Paradox Bangkok Sukhumvit; photo by Paradox Hotel Group
Owned by TA Global, the rebranded Paradox Bangkok Sukhumvit serves as the group’s urban flagship in Thailand, complementing its existing resort presence in Phuket. The decision to pursue a rebranding rather than a new-build project was a tactical move to secure an immediate foothold in one of South-east Asia’s most competitive gateway markets.
“The rebranding of an existing asset under the Paradox name allowed us to quickly establish a strong market presence,” said Joo Kim Tiah, CEO of Paradox Hotel Group.
“By leveraging the property’s prime location and infrastructure, we achieved cost efficiency and immediate relevance,” he noted.
The property is undergoing a full renovation to align with Paradox’s “modern organic” design philosophy, shifting away from standardised international chain protocols towards a lifestyle-led boutique offering. The repositioning targets high-value, experience-driven travellers, a segment Tiah identifies as critical for differentiation as Bangkok prepares for an influx of around 5,000 new hotel keys post-2026.
Across the region, the group is prioritising gateway cities and emerging lifestyle hubs in Asia-Pacific. Expansion plans include three upcoming new-build projects in Malaysia: one near KLCC in Kuala Lumpur, another in Kluang, Johor, and a proposed site at Damansara Avenue in Selangor.
“Paradox Group’s expansion priorities in Asia-Pacific are selective and strategic, designed to balance speed-to-market with long-term brand building. We pursue both rebranding and new-build opportunities depending on asset quality and alignment with our vision,” Tiah stated.
He added that the Bangkok entry is “essential” to the brand’s broader goal of bridging urban and resort experiences for business and MICE travellers.
“Bangkok stands as one of Asia’s most strategic hospitality markets, serving both as South-east Asia’s regional gateway and as a hub for a balanced mix of business and leisure travel. The city’s hospitality sector continues to demonstrate resilience, with international visitor spending rising and ADR increasing year-on-year. Bangkok will remain a cornerstone of the Paradox portfolio, strategically positioned to capitalise on Thailand’s anticipated growth in the hospitality sector,” he concluded.
International contemporary artist Philip Colbert has unveiled Lobster Beach, a large-scale public art project at Tanjong Beach on Sentosa Island, Singapore. The installation spans the beach environment and surrounding public spaces, marking one of the largest artist-led public art projects staged in the city.
The project transforms Tanjong Beach and Tanjong Beach Club into an outdoor exhibition featuring Colbert’s lobster works installed along the shoreline. At its centre is Lobster Ice Cream, an eight-metre-tall steel sculpture positioned on the beach. The work is intended as a semi-permanent installation and will remain on site beyond the exhibition period.
International artist Philip Colbert transforms Tanjong Beach into a temporary outdoor exhibition during Singapore Art Week 2026; photo by Philip Colbert Studio
Across the sand, a series of large inflatable sculptures including Lobster Shark, Lobster Octopus and Lobster Fish reinterpret the artist’s lobster figure in marine forms. The works draw on visual references from popular culture and art history, including soft sculpture traditions, and are designed for public interaction.
The Sentosa installation coincides with Singapore Art Week 2026. Alongside Lobster Beach, Colbert will present a solo exhibition titled Temple of the Sunflower at Whitestone Gallery Singapore from January 24, 2026 to March 14, 2026. The exhibition focuses on colour, surface and floral imagery across new paintings.
Colbert shared: “In my travels, I’ve often been struck by how artworks can integrate deeply with the landscape. When they connect with the local community, they create a higher social impact and become genuine landmarks of a city.
“Creating Lobster Beach felt like the perfect context to celebrate the natural world and our interaction with it in a playful, fun way, while also creating a local icon. Thanks to the vision of the Sentosa local government, I’m honoured that my Lobster Ice Cream sculpture will have a home in Singapore for years to come.”
Legoland Malaysia Resort will mark the Year of the Horse with a Lunar New Year celebration running from January 22 to February 22, 2026. The month-long programme is open to families and visitors across the resort.
The celebration follows a Garden of Prosperity theme and includes seasonal décor and Lego installations throughout the park. A 2.4 m Lego Horse display will be placed at the centre of the event. The structure is based on the Lego Year of the Horse Chinese Zodiac set and will be available for photos.
A 2.4m Lego Horse centrepiece marks the Year of the Horse at Legoland Malaysia Resort during its Lunar New Year 2026 celebrations; photo by Legoland Malaysia Resort
Guests can take part in a self-guided activity trail using an activity card collected in the park. Activities include building a LEGO horse, assembling a LEGO orange tree, contributing to a LEGO calligraphy mural and minifigure trading. Visitors can also take photos with the Lego Horse display to enter weekly prize draws.
From February 17 to February 22, 2026, the programme will include a Spring Festival series with scheduled performances. These include lion and dragon dances, acrobatic acts, live music, drum shows and face-changing performances. Daily stage shows will run throughout the celebration period.
A Fortune Fest promotion will run from February 17 to February 22, 2026. Guests who spend 188 ringgit (US$40) or more in a single receipt at participating retail or food and beverage outlets may enter a prize draw. Prizes include Lego sets valued up to 800 ringgit, with total prizes worth 10,000 ringgit.
During the Lunar New Year period, the resort will also offer ticket promotions for visitors from Singapore. These include discounted day tickets and a six-month play pass that allows access to the theme park, water park and Sea Life attraction.
Industry leaders at Thailand Tourism Forum 2026 warned that the kingdom is at a “defining nexus”, saying infrastructure gaps and the rise of neighbouring destinations such as Vietnam require a strategic shift.
C9 Hotelworks managing director Bill Barnett said Thailand’s international arrivals fell 7.2 per cent in 2025, while Vietnam recorded a 20.4 per cent increase. He also launched the firm’s Thailand Tourism Report: A Defining Nexus at the forum.
From left: Marriott International’s Gautam Bhandari; Central Group Capital and Central Pattana’s Phoom Chirathivat; and C9 Hotelworks’ Bill Barnett; photo by C9 Hotelworks
“Thailand’s tourism industry stands at a critical juncture where strategy matters more than scale. Regional competitors are investing billions, and Thailand cannot rely on past success. The choices made now will define the next decade,” Barnett said.
He added: “The government needs to focus on infrastructure, infrastructure, infrastructure. It needs to attract foreign capital to have infrastructure, (particularly) transportation infrastructure renewed.”
Despite high household debt and global volatility, investment sentiment remains cautiously optimistic.
Phoom Chirathivat, managing partner at Central Group Capital, emphasised the resilience of the market and also “the need to look beyond the ‘big five’ of Phuket, Koh Samui, Pattaya, Chiang Mai and Bangkok” to places such as Isarn and Nakhon Sri Thammarat on the south-east coast with over 3,000 kilometres of undeveloped coastline”.
He stated: “We would only execute on deals and transactions where we feel that we can do something considerably different and better from the market.”
Marriott International is responding by diversifying its footprint, with four new brands and 31 hotels in its Thailand pipeline.
“It’s not just about getting value or higher rated customers, just luxury or upper-upscale projects. Some of the brands we are launching are mid-scale brands, such as Four Points Flex by Sheraton. This is an area which we did not play with (previously) – but we definitely see a customer there for the future,” commented Gautam Bhandari, chief development officer for Asia-Pacific (excluding China), at Marriott International.
Pornpathananangoon has more than 20 years’ experience with AirAsia. He joined Thai AirAsia in 2004 as financial planning manager, was appointed chief financial officer of Thai AirAsia X in 2014, and returned to Thai AirAsia as chief financial officer in 2021.
