pricing

For those building a comprehensive commercial strategy, trying together the econometrics of cause and effect is the icing on the cake

The hotel industry has undergone drastic changes in last two years, we have seen a change in demand trends that require us to review our strategies

If prices are identical on OTAs and the hotel website, nearly 70% of respondents prefer to book on OTAs, and only 30% prefer direct booking

The concept of insights and alerts seem straightforward, but most BI solutions haven’t perfected the art of delivering relevant information efficiently

The underlying aim of revenue management hasn’t changed. But in this complex landscape, pricing has become more analytical and highly dynamic

RevPAR doesn’t pay the rent. Revenue is part of it; profit is the whole of it. For hotel owners, the whole is where the rubber hits the road.

We look at what impact the pandemic, technology adoption and staffing issues has had on forecasting, what we forecast and how often we review it

Some may argue that competitor data shouldn’t impact your pricing strategy, we believe the pandemic has reinforced it can and should be an indicator

Protecting rate is the goal of any hotel operator. It’s easier said than done in the face of the countless intermediaries looking to take a piece of the pie

In order to stay competitive and maximize profits, hotel room pricing should be dynamic, based on real-time hotel and market data; not just set-and-forget