financials

Revenue growth is slowing, occupancy slipping and profit margins tightening – especially for unionized hotels where labor rigidity is weighing heavily

Measuring flow thru by department and by key driver is the basis for understanding your real financial results and most importantly its financial potential

The next great revenue leaders won’t be those who know the most about pricing models, they’ll be the ones who align people, purpose, and profit

ROAS measures how effectively your ad spend (the water) turns into sales (the harvest). A high ROAS means your system is efficient

In a world where your budget is being scrutinized more than ever, reputation-backed investment is one of the few strategic advantages that grows over time

Budgeting isn’t just about plugging numbers into a spreadsheet. It’s your chance to step back and see the bigger picture. Ask yourself:

In the UK, numbers paint a sobering picture. Flat revenues and rising labour costs are squeezing margins to their thinnest levels in years

Forward-thinking hotels are moving beyond static annual budgets and embracing rolling forecasts – empowering smarter, faster decision-making

The key question for hotel leaders has changed. It’s no longer “How much revenue did we generate?” but “How much profit did we keep?”

Besides the guest loyalty program fees, hotel owners are also responsible for paying the extra amenities and services provided to loyalty program members