pricing

When things are bad, they get worse. Because low demand and occupancy being met with lower rates ultimately means lower revenue all around

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

If you want your board to not be bored (and keep investment flowing), stop drowning them in numbers and start telling the story behind them

Experience gives you the broad “gut-feel” questions. Your data helps you ask more specific questions that drive action. Let’s look at five examples

When profitability is limited, a price first strategy quickly becomes a race to the bottom, eroding financial performance and diluting customer trust

A picture of slow growth, margin pressure, and an uneven recovery signals to hoteliers that 2026 forecasts will require more nuance than ever before

Revenue managers live on the edge of uncertainty: but every scare comes with wisdom. Every “uh-oh” becomes a “next time, I’ll know better.”

The era of RevPAR as a sole performance indicator is over. If this is the only thing we are capable of optimizing today, the industry is structurally broken

The hotel industry keeps trying to win the direct booking battle on tangible grounds, but these tactics rarely move the needle

The key to unlocking your hotel’s true profit potential isn’t in that single average number, but in understanding its daily distribution