Segal v. Amadeus IT Group, S.A.

CourtDistrict Court, N.D. Illinois
DecidedMarch 31, 2025
Docket1:24-cv-01783
StatusUnknown

This text of Segal v. Amadeus IT Group, S.A. (Segal v. Amadeus IT Group, S.A.) is published on Counsel Stack Legal Research, covering District Court, N.D. Illinois primary law. Counsel Stack provides free access to over 12 million legal documents including statutes, case law, regulations, and constitutions.

Bluebook
Segal v. Amadeus IT Group, S.A., (N.D. Ill. 2025).

Opinion

IN THE UNITED STATES DISTRICT COURT FOR THE NORTHERN DISTRICT OF ILLINOIS EASTERN DIVISION Ryan Segal, ) ) Plaintiff, ) ) Case No. 24‐CV‐1783 v. ) ) Honorable Joan B. Gottschall Amadeus IT Group, S.A., et al., ) ) Defendants. )

MEMORANDUM OPINION AND ORDER Plaintiff Ryan Segal brings this antitrust suit as a proposed class action under §§ 1 and 3 of the Sherman Act, 15 U.S.C. §§ 1, 3, and § 4 of the Clayton Act, 15 U.S.C. §§ 15, 26, against the operators of several luxury hotel brands, such as Ritz‐Carlton, Fairmont, and Four Seasons hotels. See Second Am. Compl. (“SAC”) ¶¶ 25–33, ECF No. 136. In addition to the eight “hotel defendants,” Segal names as defendants two companies he refers to collectively as “Amadeus:” (1) Amadeus IT Group, S.A. (“Amadeus S.A.”), “a Spanish Sociedad Anonima headquartered in Madrid, Spain;” and (2) Amadeus Hospitality, Inc. (“Amadeus Hospitality”), a Delaware corporation headquartered in New Hampshire. Id. ¶¶ 34–35. Segal’s claims primarily concern a software platform known as Demand360, which he characterizes as the center of a “hub‐and‐ spoke conspiracy to restrain trade.” Id. ¶ 11; see also id. ¶ 12. “By virtue of exchanging proprietary, non‐public, present and forward‐looking demand data” via Demand360, Segal contends that “the Hotel Defendants have been able to charge increased rates for Luxury Hotel Rooms despite historically low overall demand, divorced from the market forces that drive supply and demand in a competitive environment.” Id. ¶ 13. The hotel defendants and Amadeus Hospitality argue that the SAC fails to state a plausible claim under § 1 of the Sherman Act. For the reasons discussed herein, the court dismisses the SAC for failure to state a claim. I. FACTUAL AND PROCEDURAL BACKGROUND For purposes of deciding the pending motion, the court must accept the SAC’s well‐ pleaded factual allegations as true and view them in the light most favorable to Segal. See Yash Venture Holdings, LLC v. Moca Fin., Inc., 116 F.4th 651, 653 (7th Cir. 2024). Accordingly, the court recites the facts alleged in the SAC in the light most favorable to Segal, without vouching for the alleged facts. A. The Luxury Hotel Market Collectively, hotel defendants “comprise at least 60% of the overall U.S. market for Luxury Hotel Rooms sold.” SAC ¶ 136 (allegation made on information and belief). Hotel defendants’ share of the market for luxury hotel rooms varies among major metropolitan areas and geographic regions. See id. By way of illustrating the variation, hotel defendants account for 46% of luxury hotel rooms in New York City, 87% of such rooms in Los Angeles, and 76% of luxury hotel rooms in Chicago. See id. The SAC identifies 47 cities or geographic areas as “relevant geographic markets,” alleging that “Defendants’ scheme harmed competition in at least [these] . . . separate and distinct relevant geographic markets.” Id. ¶ 88; see also id. ¶¶ 89–134 (defining each “relevant geographic market” listed in alphabetical order by state). Segal seeks to represent a class consisting, with certain exceptions, of “All persons in the United States who rented a Luxury Hotel Room from one or more Defendants between March 1, 2020, and the Present in any of the Relevant Geographic Markets.” Id. ¶ 193. High startup costs and low marginal costs characterize the luxury hotel market. See id. ¶¶ 36–37. “There are very high fixed costs associated with building, staffing, and maintaining a Luxury Hotel.” Id. ¶ 37. On the other hand, the marginal cost of renting an additional room is relatively low. Id.; see also id. ¶¶ 137–44. Accordingly, prior to adopting Demand360, the software platform primarily at issue here, luxury hotel operators had incentives to maximize occupancy rates, referred to sometimes in the SAC as putting “heads in beds.” Id. ¶¶ 36–37. “That dynamic provides a strong incentive for Luxury Hotel operators, including Hotel Defendants here, to lower their rents to fill vacant rooms.” Id. ¶ 37. Segal specifically alleges that the luxury hotel market functioned prior to Demand360 such that “absent collusion, Hotel Defendants could not unilaterally raise room rates above market rates.” Id. ¶ 38.

B. The Demand360 Platform TravelClick, Inc. (“TravelClick”), launched Demand360 in 2015 and “re‐launched” the service in 2017. Id. ¶¶ 39, 43. Amadeus acquired TravelClick and Demand360 in 2018 in a $1.52 billion transaction. Id. ¶ 50. At issue are the features of Demand360 after its relaunch. See also id. ¶ 159 (describing “enhancements” to Demand360 in 2020).1 As relaunched, Demand360 focuses “on providing hotels with real‐time future demand data via advance booking data supplied by participating hotels.” Id. ¶ 44. Demand360 operates on a “give‐to‐get” basis. Id. ¶ 46. To participate, each luxury hotel chain “must share twelve months of their own forward‐looking occupancy data to the Demand360 platform either via each individual hotel's property management system, or through a centralized data warehouse.” Id. (citation omitted). In return, the luxury hotel chain receives the opportunity to “select a set of four or more competitor hotels that are located in the same or similar geographic market.” Id. ¶ 48. Each Demand360 user has access to “twelve months of aggregated, forward‐looking demand data from those competitor properties,” and, due to the give‐to‐get requirement, participating competitors have access to the same information. Id. ¶¶ 48–49. After acquiring Demand360, Amadeus promoted its benefits to hoteliers as follows: “The best performing hotels have mastered the use of forward‐looking demand data to make more informed decisions that maximize their revenues and help them earn their fair share of bookings . . . . [E]ducated guesswork has been replaced by real, hard data from actual future bookings in their market.” Id. ¶ 51 (quoting Amadeus’ corporate website). Hotel defendants began using Demand360 at different times. See id. ¶¶ 39, 53, 156–58. Defendants Marriott, Hilton, IHG, and Starwood were charter users in 2015, and Four Seasons adopted Demand360 in ———————————————————— 1. Some hotel defendants access Demand360 via a related product called RevenueStrategy360. SAC ¶ 53. “RevenueStrategy360 is a combination of Demand360 and Amadeus's Rate360 product, which is an extensive database of real‐time, forward‐looking rate data.” Id. 2016. Id. ¶¶ 39–40. Segal alleges that the “remaining Hotel Defendants each adopted Demand360 such that, during the Relevant Period, each of the Hotel Defendants used Demand360 data to obtain their competitors' non‐public future occupancy data and use[d] this information to set supracompetitive rates.” Id. ¶ 52; see also id. ¶¶ 56–62. C. Economic Effects Segal cites economic data he contends demonstrate the alleged effects of hotel defendants’ use of Demand360 on the luxury hotel room market. See id. ¶¶ 63–69, 164–71. For the first time in 2020, the beginning of the class period, the data show that the average daily rate (“ADR”) (that is, the average price of a luxury hotel room) began increasing independently of hotel occupancy rates. As occupancy rates fell during the COVID‐19 pandemic, the average price of a luxury hotel room nevertheless continued to increase. See id. ¶¶ 63–64, 67. Luxury hotel revenue also increased during the class period, despite decreased occupancy rates. Id. ¶ 66. The SAC includes the following chart illustrating the alleged economic effects of Demand360 on eight sample geographic markets:

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Bluebook (online)
Segal v. Amadeus IT Group, S.A., Counsel Stack Legal Research, https://law.counselstack.com/opinion/segal-v-amadeus-it-group-sa-ilnd-2025.