The hotel industry is grappling with a lot of issues these days: the still-weak consumer economy, stagnant rate growth, worries over potentially restrictive legislation in Washington and in state capitals, and political conditions and natural events beyond its control. Here are a few other concerns that could derail the ongoing recovery in the lodging business:

Like an itch that’s hard to reach, the worry over the power of online travel agencies is a topic that won’t go away. In a difficult business environment such as the industry endured from mid-2008 until recently, OTAs provided a valuable service by booking rooms that otherwise would go unsold. Now that occupancies are improving, many properties are trying to wean themselves from the influence of OTAs and their onerous demands for high commissions and access to more inventory than hotels want to relinquish.

Another threat posed by the OTA industry involves taxation, specifically who—the hotels or the OTAs—is liable for local occupancy taxes on the rooms OTAs sell. OTAs contend they should only remit taxes on the wholesale prices they pay to hotels, not the retail prices consumers pay. If the OTAs have their way, individual hotels will be on the hook for the balance of the tax bills, further eroding their profit margins.

Now comes a new wrinkle: Expedia, which says it has relationships with more than 130,000 hotels around the world, last month introduced a free iPhone and iPod touch app that will enable bargain-hunting consumers to find and book hotel rooms from their mobile devices. This new distribution portal makes it even harder for hotels and hotel chains to drive their customers to their own, more profitable websites.

The effect of OTAs on the hotel business not only affects the bottom line, it also can be a factor in the long-term value of lodging real estate. For an excellent discussion of this aspect of the OTA conundrum, see Contributing Editor John O’Neill’s recent column.

Oftentimes, problems are out of the industry’s control. Last month’s earthquake, tsunami and nuclear crisis in Japan, for example, has had a dramatic effect on tourism to the U.S., specifically to Hawaii, which traditionally counts on Japanese tourists for nearly 20 percent of its annual revenues. Following a healthy February, in which statewide occupancy topped 81%, the tourism industry is bracing for a severe downturn in business from Japan. Even though the earthquake happened nearly halfway through the month (March 11), the state tourism agency projected an 18.3% drop in arrivals from Japan for the month. The effects could be even worse as the state emerges from its shoulder season and readies for summer.

The state wisely sprung into action as soon as it became clear the crisis in Japan would put a dent in its flow of tourists. Just 12 days after the earthquake, the Hawaii Tourism Authority authorized a $3-million marketing plan to convince tourists from Japan and other markets to return. (Even bookings from mainland Americans fell off briefly over fears that radiation would reach the islands). Over time, Hawaii will recover and Japanese tourists will return, but until then, hoteliers will need to adjust their budgets, pricing and expectations.

No one knows what challenges are around the corner, but smart operators and owners are constantly vigilant for the next problem or problems ahead. Are you?