While routine internal meetings that drove corporate travel volumes have declined, demand for key business hubs remains strong.
This is according to FCM Consulting's Insights Report 2026 which showed hotel occupancy in major business hubs averaged 73,7% globally in 2025, up 1,3 percentage points on the previous year. London maintained hotel occupancy of 81,2%, while Sydney climbed to 81,5% (up four percentage points). Tokyo led the Asia-Pacific region at 82,9%, while Singapore hit 79,2% (up two percentage points).
Africa recorded the sharpest hotel price adjustments globally, with average room rates declining by 19,8% over the past 12 months. However, Johannesburg recorded a 23,6% increase and Cairo a 12% increase in average room rates during the final quarter of 2025.
Ghana recorded a 42,2% decrease, Ethiopia a 31,1% decrease and Kenya a 22,2% decrease.
Corporate demand remains stable across the continent but is highly price-sensitive, forcing businesses to shift to three- and four-star properties, where monthly rates fell by up to 23%.
“Where rates are softening, buyers have a genuine opportunity to consolidate volume and push for preferential corporate rates. Where rates are climbing, the focus has to shift to compliance and getting travellers to book further ahead, because that's what protects the budget,” said Mummy Mafojane, GM of FCM South Africa.
Changes in traveller behaviour
The report highlights how traveller behaviour is changing: sales teams prioritise location and consistency, project teams are are making longer stays in fewer cities, and senior executives are choosing reliability and discretion.
This shift is forcing corporates to rethink how hotel programmes are structured. “Suppliers change, targets move, policies are amended, yet the overall programme design can remain largely unchanged. Taking time to revisit its foundations often reveals where adjustments are needed,” said Rachel Newns, Global Hotel Practice Lead, FCM Consulting.
The report identified corporate loyalty programmes as an important but underutilised tool. The challenge is integrating loyalty into programme design and having conversations with suppliers about recognition and status support.
“Buyers are expected to show financial control, while ensuring hotel programmes support productivity, safety and traveller well-being,” said Mafojane.
