forecasting

Stop blaming market volatility, stop leaning on last year and please stop trying to forecast your way into a budget that doesn’t reflect reality

We explore hotel demand forecasting, why it matters, and how hoteliers can use internal data and external intelligence to improve pricing

The current tariff war represents a major inflection point – and a test of strategic agility for commercial leaders, and specifically revenue managers

Competitor rates are a factor in your forecasting, but placing more weight on value proposition and other demand indicators is beneficial

How can hotels strategically manage their distribution mix to ensure profitability while maintaining rate parity and minimizing commission costs?

Set aside time to revisit your forecast and pricing strategy. Is your MinLOS still working as expected? Are there emerging market trends

Behavioral data can give a real-time look at guest interest and demand. Are they spending more time checking out suites than regular rooms?

A key part of your forecast is building “What-If” scenarios. This planning allows for proactive adjustments to your operational and financial strategies

Traditional forecasting models no longer cut it. Relying on historical data hinders performance. Demand is constantly influenced by new factors

Seasonal fluctuations don’t just refer to loss of traffic during quiet periods, they can also easily mean oversaturation during busy periods