pricing

U.S. hoteliers made hay in December, as a potential repeat soft performance in 2020 awaits. Across the board, U.S. hotels grew the top line while also carrying it down to the bottom line

A tough year for MENA hotels mercifully came to an end in December. Profit per available room was down 5.4% y-o-y, negatively contributing to an overall 9.3% YOY GOPPAR drop for the year

In the age of data proliferation and value transparency, it is imperative hotels utilize their reputation performance to enhance pricing capabilities to realize new revenue opportunities and drive rate

The year ended on a strong note for hotels, represented by a fourth consecutive month of y-o-y profit growth on a per available room basis. GOPPAR soared in the month, finishing 9.8% above

2019 ended on a sour note for UK hotels. December marked the third consecutive month of y-o-y profit per available room decrease, as GOPPAR was down 0.9%

Although a sophisticated system can recommend an ideal rate, the human element is still crucial, especially when it comes to a hotel’s overarching rate and revenue management strategy

Although findings currently apply to domestic travellers, the same methodology could be used to provide similar insights into how distance affects international travellers’ perceptions

A hotel’s profit margin depends largely on revenue from a great pricing strategy. It’s essential hoteliers thoroughly evaluate pricing options to determine what’s best for their hotel and guests.

Google has added taxes and fees to its hotel searches as part of a series of new features, allowing consumers to see both ‘nightly price’ and ‘nightly total’.

In Revenue, offering too many options, meaning too many rooms and rates, is the equivalent, in Marketing, of “marketing to everyone to market to no one”.