The State of Gaming & Travel in 2026: What Operators Need to Know Now

The gaming and hospitality industries are entering 2026 with momentum, complexity, and uncertainty all colliding at once. In the recent webinar, The State of Gaming and Travel in 2026, industry leaders from travel advocacy, casino operations, and consumer insights came together to unpack what’s really shaping the road ahead.

The takeaway? Travel demand hasn’t disappeared, but expectations have fundamentally changed. And for gaming and hospitality operators, success will depend on how well teams adapt, personalize, and deliver experiences consistently across every touchpoint.

From “Revenge Travel” to Intentional Experiences 

As Jeff Freeman, CEO of the U.S. Travel Association, explained, the post-COVID boom was driven by a renewed desire for experiences over things. Families traveled to create memories, attend live events, and reconnect in meaningful ways. While that mindset still exists, 2025 marked the first real slowdown, fueled largely by economic and political uncertainty.

Domestic travel flattened. Business travel ticked up only marginally. And the industry saw the clearest evidence yet of a K-shaped economy: affluent travelers continued spending, while more price-sensitive guests pulled back.

For operators, this shift has major implications. Airlines, hotels, and casinos alike are leaning into premium experiences, higher rates, and lower, but more profitable, occupancy. The focus has moved from filling every room to delivering higher-value stays.

Experience Is the Product and It’s Getting More Personal 

AAA’s Stacy Barber reinforced that today’s travelers are still spending, but they’re choosing how and where very carefully. AAA members are prioritizing experiential value over blanket luxury, deciding whether a premium seat, a special dining experience, or a unique amenity matters most for each trip.

Three themes emerged from AAA’s member insights:

• Time-saving services that remove friction

• Exclusive or “surprise and delight” experiences

• Personalization at every stage of the journey

For casino resorts, this aligns perfectly with evolving guest expectations. Integrated resorts are no longer competing on gaming alone. They’re competing on how well every department delivers a seamless, memorable experience.

The Operator Reality: Building Memories That Drive Loyalty 

From the operator perspective, Cynthia Liu, CMO of Seneca Resorts & Casinos, shared how these trends translate on-property. As AAA Four Diamond–designated integrated resorts, Seneca focuses on leveraging amenities, entertainment, wellness, and service touchpoints to keep guests engaged longer, and so that they keep coming back.

From yoga by the pool to diverse entertainment programming and non-gaming experiences like fashion shows, the goal is simple: create moments guests remember and talk about.

That strategy requires deep coordination between marketing, operations, and frontline teams. The brand promise only works if it’s delivered consistently: from the first digital interaction to the final guest interaction on-site.

International Travel: High Value, High Risk 

One of the most pressing challenges discussed was the decline in international travel to the U.S. International visitors stay longer, spend significantly more, and act as global ambassadors for destinations. Yet visitation remains well below pre-pandemic levels, with Canada seeing the steepest drop. Policy uncertainty, border friction, and perceptions of being unwelcome are all impacting demand, particularly for operators near the northern border. For gaming destinations that rely on Canadian visitation, this underscores the need to maximize regional loyalty, premium domestic experiences, and exceptional service standards while international recovery continues.

Technology, AI, and the Changing Digital Journey 

Across the board, speakers emphasized that digital transformation is no longer optional. From mobile apps and omnichannel marketing to AI-driven search and itinerary planning, guests are engaging differently — and faster — than ever.

As search behavior shifts toward AI-generated answers and conversational planning tools, operators must rethink how they appear at the top of the funnel. Social media, SEO, mobile apps, and personalization engines all play a role, but only if teams know how to use them effectively.

Where Training Becomes a Competitive Advantage 

What tied every conversation together was this reality: strategy only works if people can execute it.

Whether it’s delivering a Four Diamond–level guest experience, navigating evolving compliance requirements, adopting new technology, or responding to guest disruptions with empathy and confidence, frontline and leadership teams need continuous, role-specific training.

In a market defined by uncertainty and elevated expectations, training helps operators:

• Ensure service consistency across departments and shifts

• Reinforce brand standards and guest experience goals

• Support compliance and regulatory confidence

• Prepare teams to adopt new technology and digital tools

• Empower employees to create the “micro moments” guests remember

When experiences are the product, people are the differentiator.

Looking Ahead to the Rest of the Decade

As the industry moves deeper into the 2020s, operators who succeed will be those who invest in:

• Experience-driven strategy

• Strong partnerships

• Smart use of technology

• Well-trained, confident teams

Travel demand will return. But the winners will be those who are ready when it does: with people, processes, and training aligned to meet the next generation of guest expectations.