asset

Revenue management is no longer a function that asset managers just “monitor”. It is a core lever of asset performance, risk control and value creation

Best asset managers understand Net Operating Income is the only metric that counts. ADR and RevPAR are vanity metrics if they don’t flow to the bottom line

When a commercial leadership role becomes vacant, it rarely goes unnoticed. But the time it takes to fill that role can quietly disrupt performance

What always surprises me is that revenue teams do not always understand their owners’ investment objectives and what their short or long-term objectives are

An asset objective is a critical component of any hotel’s success strategy, but it’s surprising how many teams are unaware of it

Where money is tight and hotels are trying to cut costs, a hotel asset manager shouldn’t just save money, but make money

Hotels need a philosophical shift away from the rat race for short-term profit and move from asset management to customer management

Hotels were being viewed more and more as a mainstream asset class and attracting investors who were more used to less complicated assets

SWOT analysis for Hotels comes in handy when deciding whether to proceed with specific changes or investments in your hotel by analyzing the pros and cons

Revenue management should never be thought of as a one-time, short-term investment, but rather a long-term strategy that will pay back exponentially