pricing

CompSets themselves are being driven by irrelevant factors like employee emotions and outdated RM systems that are not fit for purpose

Hotel owners whose priorities align with property-level management on value of investing in revenue management will thrive in boom years to come

Setting your price based on historical trends and knowledge of the market is like setting off on a journey using a map or old school GPS

As your forecast evolves predicting demand over a certain period, it is crucial to assess the new customer’s behaviour patterns which can impact occupancy

Revenue generated is the ultimate goal and in Restaurant Revenue Management we calculate a key performance indicator called REVPASH

As the economic fallout of 2020 lingers over the sector, our ongoing research consistently reveals that the majority of Hoteliers expect to decrease ADR

Versus the previous week, hotels occupancy was down 1.1.% for the week to 57.9%, and was weakest on Wednesday and Thursday but still strong over the weekend

All, are not created equal, and the losses in revenues, demand, and employment have been centered in large hotels, those with 300-plus rooms

Managing a hotel requires visibility and insight into your operations from every angle. Understanding hotel metrics, and how to measure them, is key

Personalized pricing takes dynamic pricing a step further to better tailor its customer’s real needs. Using this approach shows some advantages for both