Most of the items were fairly basic and involve Choice’s impact policy. A few other things on the list, while important, aren’t earthshaking. In one bullet point in the agreement, Choice agreed to commission a study to address the mission and structure of its owners’ council. Part of that discussion will be whether to refocus the council as a completely independent group, similar to the IHG Owners Association.

Last September, the AAHOA board sent a letter to Choice telling the company it needed to change its attitudes and practices toward its franchises or face rejection of its membership renewal for 2012. Those membership privileges include access to the AAHOA annual and regional conventions, events where thousands of current and, more importantly, potential franchisees attend.

The rift between the two groups and its relatively swift (four months to the day) resolution may mean a growing détente between the big franchise companies and their owners. My friend and franchisee advocate Stan Turkel disagreed with me last fall when I commented that the Choice-AAHOA disagreement wouldn’t escalate into full-fledged warfare. I seem to be right this time. AAHOA had a problem with Choice’s conduct, and it made its feelings known in a direct and consequential way. And, by all appearances, the two sides were able to sit down, hammer out their differences and agree on a course of action. For a change, there was no PR campaign in the press or inflammatory remarks made on the stages of various industry conferences to make the situation worse.

I hope I’m right. An adversarial relationship between franchisors and franchisees (and their AAHOA proxies) is a healthy thing. It’s not healthy, however, when either side strays from the key issues and resorts to grandstanding.

I congratulate both Choice and AAHOA for taking the high road to solving their differences this time.

Sorry, but I don’t have much empathy for these people. Coming from a city with precious few tourists (save those who come for a ballgame or to visit the Rock and Roll Hall of Fame) and an economy to match, I find it outrageous that people turn up their noses at the rich economic engine that is tourism. Tourists, especially those who visit New York, arrive with lots of cash they’re willing to spend on tiny $300 hotel rooms, $55 steaks and $18 cocktails.

Then, once their wallets are depleted, they get back on a plane or in a car and leave. They don’t send their children to local schools or usually don’t use the city’s healthcare system. They come, they spend and then they leave. I wish we here in Cleveland were so lucky as these brats in New York. They need to wake-up and appreciate what they have: prosperity fueled by tourism.

What’s more, the revenue manager must take cues from a range of stakeholders, which can include the owner, GM, director of sales & marketing, even brand and/or management company headquarters. Juggling these options and the sometimes-conflicting priorities of management make for a big headache.

And yet, while revenue managers are certainly the linchpins for the success of most hotels, they’re often overworked, under-experienced, under-paid and under-appreciated. As someone said to me recently, “Does it really make sense to entrust the fate of a multi-million-dollar investment like a hotel in the hands of a $27,000-a-year revenue manager who’s probably a year or two out of hotel school?” Probably not, but that’s the case in many hotels. It’s no wonder a lot of these people fail or burn out within a couple of years.

Instead, the industry—starting with hotel schools and continuing through the brands and management companies and down to the property level—should elevate the status, compensation, requirements and expectations of the revenue management function. The revenue manager should be part of any hotel’s executive committee, perhaps above the director of sales & marketing in influence in the hotel’s decision-making. They certainly should have a seat at the table when short-, medium- and long-term financial and performance goals are set.

In years past, the traditional route to become a GM went through food and beverage or the rooms department. The GM of the future may still use those routes but also must have solid grounding in both the strategies and tactics of successful revenue management. Once that’s the norm, GMs will give their revenue managers the respect, authority and compensation they deserve.

The forecasts and outlooks for the year from most speakers were positive, as were conversations I had and overheard with other attendees. There were no major news announcements, no new brands — a staple at past summits during the heyday — but the conference was definitely not as dire as the last few. The cautious optimism of the past seemed to be replaced by “business-as-usual” optimism and the belief things were getting back to normal.

Yes, concerns over macroeconomic issues like the European debt crisis and the upcoming presidential elections here weren’t forgotten, nor were questions about the availability of credit and the mounting CMBS maturities coming due this year and next.

But there were lenders on and off stage talking about lending to hotels: from the most prominent, Wells Fargo’s Greg Wolkom (“it’s a good time to get back into it, there’s not a lot of senior lenders out there”; to Raphael Fishbach, a principal at Mesa West Capital and one of the few underwriting for transitional and deeper turnaround opportunities with a good story, more risk and more reward; and Jackson Hsieh of UBS, whose firm is in the process of securitizing $300 million in loans already this year; and Jon Wright of Access Point Financial, who is the rare breed providing PIP and FF&E financing.

Sure, the amounts available and costs aren’t what they used to be, and you have to be a strong borrower and/or willing to offer a guarantee, but maybe that isn’t the worst thing. Construction lending is still nearly impossible to find, but the upside to that is supply will continue to be at historic lows allowing the operating side of the industry to continue its recovery.

Some other reflections and scribbles in my ALIS notebooks…

• The venue was excellent, spacious, comfortable and well serviced by the Marriott employees. Early on, there seemed to be discontent among some attendees about getting to and from the various areas inside the JW Marriott and over to the Nokia Theatre for the general sessions and keynote addresses (Trump, Zell & Marriott). Large curtains and tight security kept those who didn’t have a badge from entering the hotel, which caught a few off guard and drew some negative reactions, but ultimately made networking among actual attendees much easier. Virtually every exec I spoke to, from some of Marriott’s biggest competitors, said they liked the venue.

LA Live provided plenty of quality food & beverage options to satisfy the 2,400 attendees, but if you did want to adventure outside of the massive complex, you needed a cab and directions. The event in San Diego the last couple years was ideal in that you could easily walk from the Hilton Bayfront to the Gaslamp Quarter and a plethora of entertainment and eating options.

• Beyond the general outlook of the industry, the other main topics of conversation at ALIS were digital distribution and the big brands’ launch of Room Key, a hotel search engine clearly targeting the higher-priced OTAs. Every brand exec I spoke to — including several from non-Room Key participants so far — was enthused about its launch and interested in joining. Operators and asset managers surveyed also were intrigued with its potential.

On Tuesday, the “Distribution Channel Analysis: a Guide for Hotels” was released by the Hospitality Sales & Marketing Association International (HSMAI) Foundation. Although brand.com sites grabbed the lion’s share of bookings (16.4% of demand and 18.5% of revenue), OTAs grew to 11% demand and 7.7% of revenue. The report suggested owners and managers needed to focus on shifting demand share and focus on profit management, not revenue management. (Read the February issue of Lodging Hospitality for more on the study and Room Key.)

At yesterday’s opening general session in the spacious (7,000 seats vs. 2,400 attendees at ALIS) Nokia Theater, conference chairman Jim Burba unveiled results of a delegate survey that demonstrated the giddy optimism that probably resonates throughout the industry. More than nine out of 10 of those surveyed believe RevPAR will grow again in 2012 and their individual companies will also show positive growth this year. Perhaps more surprisingly, 53% of the group believes they’ll be more hotel development this year than in 2011. Of course, STR says just 373 new hotels opened last year, so it won’t take much to post an increase in lodging construction.

The data gurus from STR, PKF-Hospitality Research and HVS also fueled the general upbeat outlook. Using the catchphrase “see the green in 2013,” Jan Freitag of STR forecast a year that will beat 2011, a year in which the industry sold a record one billion-plus roomnights. Mark Woodworth of PKF-HR described the future as “headwinds diminish, tailwinds develop.” And Suzanne Mellen of HVS sees hotel transactions increasing this year and spreading to more diverse markets than the top 10, which saw 73% of the action last year.

With all the good vibes floating around the JW Marriott, it’s hard not to jump on board the future is bright train. That attitude, of course, can lead to excess, not this year certainly and probably not soon, but eventually.

The only wave of dissent that seems to fill the conference hallways centers on the conference’s new anti-lounge lizard policy. In order to keep non-payer gatecrashers from cruising the hotel bars and restaurants during the conference, the organizers have barricaded entrance to the hotel beyond the front desk to anyone not wearing a valid badge. The tactic led one pundit (me) from paraphrasing President Ronald Reagan’s famous speech in Berlin as a possible slogan for the dissenters: “Mr. Burba, tear down this wall.”

Those numbers, courtesy of the Discover America Partnership co-chaired by the AH&LA, would be reached if the U.S. recaptured the historic share of international travel it had in 2000. The order from the president charges the Department of Commerce, working with the Departments of State, Homeland Security and a slew of others, with creating a task force to develop a strategy to promote unique U.S. destinations and experiences, reduce wait times for visas in countries like China and Brazil and make the U.S. Global Entry program permanent.

U.S. market share of spending by international travelers fell from 17% to 11% in the decade since 2000, in large part because of international competition and more stringent security requirements since 9/11. Reforming the current and antiquated visa system is the first step to regaining those travelers. The president’s goal is to increase visa processing capacity in China and Brazil by 40% in the next year, to ensure 80% of nonimmigrant visa applicants are interviewed within three weeks of applying and to expand the Visa Waiver Program and reciprocal recognition efforts like the Global Entry program.

All of that can be done with very little cost and without jeopardizing the security of this country. It’s a win-win situation, and one hotel leaders have been shouting about for years. It’s about time. Let’s hope the president and his task force can get the job done, because there are plenty of rooms available, as well as people looking for work.

Everyone going to next week’s ALIS wants to be optimistic, but nearly everyone will approach the meeting with at least a few nagging doubts in their minds: Where is the economy headed? What will be the end game in the European financial crisis and how will that affect the U.S. and our tourism industry? Who will win the presidential election in November, and how will that change the economic outlook? Obviously, ALIS won’t produce any clear-cut answers to these questions and others, but most attendees will walk away from the meeting feeling either good or bad about what’s ahead.

ALIS conference chairman Jim Burba and his crew seem to have an optimistic outlook. Last summer, the ALIS planning committee met in Dallas to design the 2012 program. At that meeting, Burba said the conference theme was “Rebound.” However, he wasn’t sure whether Rebound should be followed by a question mark or an exclamation mark. Apparently, optimism won over, as the official conference collateral material boldly shouts the theme as “Rebound!”. That may be an unscientific indicator, but it shows some in the industry believe 2012 will be even a better year than was 2011, which was pretty good.

Naturally, this year’s ALIS has its share of star-power speakers (Bill Marriott, Sam Zell, Donald Trump), but there are a few less star-studded sessions that should provide a good sense of where the business is headed. A pair of panel discussions on Tuesday—one with private equity fund executives and the other with leaders from hotel REITs—will be a good barometer of who’s buying what in the coming year. And the final session of the conference, the annual scrum among members of IREFAC, will probably produce a lively, often-humorous, but only occasionally definitive outlook for the hotel investment climate.

Given last week’s announcement of Room Key, the six-brand online booking consortium, distribution, revenue management and social media will be another hot topic at ALIS.

This year’s ALIS is on track to have the second-largest number of attendees since 2007, which set the attendance record for the 11-year run of the event. For more information or to register, go to the ALIS website.

Sure, it’s not just about that, but there’s little doubt that is the driving force behind this. Over the past year and longer it has been hard not to see the writing on the wall, as one brand company executive after another talked about how they had to wean themselves and their franchisees from relying on bookings from the Expedias of the world and especially from costlier opaque channels like Priceline.

Let’s be clear, those channels aren’t going away, and hoteliers understand that. But as demand continues to increase, the focus has to be on maximizing revenue through the most profitable channels. And besides someone walking in the front door and booking a room at check-in, the brand.com site is about the easiest and most lucrative option available.

Room Key was created to provide consumers with an OTA-like shopping experience that directs them to the brand.com site for booking the same and best price they’d find anywhere else. Most of the hotel companies have spent the better part of recent years working on lowest-rate guarantees that have resulted in rate parity no matter what channel a traveler books through.

The key to Room Key’s success will be getting the entire universe of hotels to offer shoppers, who by definition like to shop by comparing prices and offerings. Sure, the current inventory will draw some consumers, but to really move the needle and draw a share of business from powerhouses like Expedia, Room Key must have all the branded properties and even the independents, especially in markets like San Francisco, South Beach, New York and Las Vegas.

Can that happen? Time will tell, but launching with six of the heavyweights and then adding Best Western a day later is a great start. Adding the Starwood and Carlsons of the lodging world, and the economy brands mostly absent now, like Americas Best Value Inn, Magnuson, Motel 6 and Red Roof, will give customers a reason to shop on Room Key.

All he needs to do to prove the point is to cite the data from the Department of Commerce, as was trumpeted in a recent Office of Travel & Tourism Industries press release. In the third quarter of 2011, travel and tourism-related employment rose by an annual rate of 1.4%. That followed a 2.4% increase in the second quarter. By contrast, total U.S. non-farm employment rose an anemic 0.9% in the third quarter. No one can argue with the impact of those numbers.

So instead of trying to pretend we can lure long-gone manufacturing jobs back home, the next president should mount a full-court press to support the travel industry in any way his administration can, as long as the result is more foreign visitors coming to the U.S. and more jobs created to serve those people of the world who can’t wait to come to America to see everything from the Grand Canyon to Disney World to Main Street USA. First on the agenda must be repair of the broken visa system. There are literally tens of thousands, maybe hundreds of thousands, of middle-class Chinese, Indians, Brazilians and others willing and able to hop on a plane to the U.S., stay a week to 10 days in our hotels, spend thousands of dollars in restaurants, shops and at attractions. They just need a fast, efficient and secure way to apply for and receive visas.

And while the Travel Promotion Act created an infrastructure that allows the federal government to partner with the private sector to market the U.S. as a tourism destination, the country still needs a cabinet-level secretary to make sure the government is doing all that it can to help tourism-related businesses attract and serve an increasing number of foreign tourists.

Promoting additional visitations to the U.S. comes with another benefit beyond economics. The more people who come to America, visit its sites, see its abundance and, most importantly, get to know its people, the more likely they’ll return home with a favorable impression of America and its people. Travel and face-to-face interaction may be the most potent peacemaking tool.

But I think that’s selling the total and the year the industry saw in 2011 short. Considering where lodging has been the last three years, a 13% increase over 2010’s rebound from the decades-worst $9.8 billion in 2009 is significant. Last year was marked by ups and downs, but operating fundamentals improved almost every month and values and transaction volume rose as well.

The biggest question mark was and remains the capital markets, but a sovereign debt crisis and the S&P’s downgrading of U.S. debt didn’t completely derail deal activity.

If I was (still) a betting man and the projection was the total and I had to choose over or under, I’d say over without hesitation. I think $30 billion would be another strong year, but I think it will be even better.

Sure, there will be continued concerns over the global economy, but there were this year and the industry didn’t fall apart. There’s more distress looming, more credit coming and revenues continue to improve — a recipe I think adds up to more deals. I wouldn’t be surprised if we see a few large portfolio sales and even a brand changing hands.