pricing

What can take the guesswork out of competitive intelligence so hoteliers can start making smart, quick decisions that drive revenue and profitability? Consider these four key elements

To access even more actionable rate data, many hotels are turning to rate intelligence platforms, which allow revenue managers to monitor and respond to more granular competitor data in real-time

Although the true aim of a hotel’s operation is to maximize profit, the wide availability and frequent reporting of RevPAR may make revenue the hotel manager’s most immediate target

Whether you’re looking to capitalize on the busy holiday seasons or you need to book rooms in the slower months, packages are the best way for your hotel to compete at the booking stage

Revenue professionals should be using a market share report broken down into daily data. It is the way to set RevPARs each day in relation to competitors and recognize impact of strategic decisions.

Airlines have long wanted to move to so-called personalized pricing. They would like to sell online in ways that make it more difficult for a traveler to comparison-shop by the lowest price alone.

A lot of thought and research goes into developing a hotel pricing strategy that makes sense to the customers and the business. A well-optimized pricing strategy needs to answer these 6 questions:

Despite European hotels seeing a 0.9% YOY increase in RevPAR, coupled with 0.4% growth in TRevPAR, GOPPAR for the month turned negative, down 0.8% YOY.

If a hotel guest did not book a package originally, it’s okay. Most travelers don’t get down to the experiential details of their trip until 7-10 days in advance.

Any concern over a weakening U.S. economy has not infiltrated U.S. hotels profit. GOPPAR increased 1.4% y-o-y in August, matching RevPAR growth, which also provided a 1.4% gain.