demand

We are entering an era where the Revenue Manager is no longer the person who updates the system, but the one who orchestrates the commercial strategy

Luxury hotels do not have an email problem. They have a demand problem – specifically, a demand ownership problem

By the time the “intent” shows up, the decision to travel has already been made. You aren’t forecasting bookings, you’re responding to an echo

Rather than treating alignment as a theoretical goal, Q1 is the time to evaluate how revenue and marketing actually work together

Hotels that invest early in AI adoption, proactively monitor demand drivers, and rethink labour strategies will be best positioned

To move towards an active strategy, you need to build your logic around pickup and pace. Here is how to turn your hotel forecasting into a growth engine

Implementing dynamic pricing doesn’t require an enterprise-level RMS or dedicated analytics teams. The following five strategies represent proven approaches

If you’re in the office thinking, “Why aren’t these numbers behaving how they should?” you’re not alone. The market is shifting quickly, and not predictably

When ADR growth slows, the smartest revenue managers stop chasing rate for its own sake. What actually moves the needle is balance

High occupancy can distract. A full hotel can be the least profitable version of itself when the wrong segments dominate the house