pricing

The changing demand trends in the different markets, make it necessary to review our segmentation strategies and rate structure

With average daily rate approaching or surpassing 2019 levels in many markets, guests have renewed expectations that services and amenities are back in full

With historical data rendered unreliable, rules-based revenue management creates a labyrinth of issues to consider when adjusting pricing strategy

In measuring that recovery, 2019 data is the benchmark, hoteliers can gain key context for the amount of profitability they are recapturing

Hotels should look at what they already have and focus on maximizing the value. Automated stay extensions are an effective way to add high margin revenue

As we start to come out of the pandemic what is the impact, and engagement, around benchmarking? Can you give us some thoughts, observations around that

You should analyse your guest feedback data to delve further into their wants and needs to understand what they pay attention to during their hotel stay

If this was a normal year in terms of hotel business and group demand, the Halloween impact would have been substantially less and relegated to the weekend

Properties with various revenue centers need to have their revenue strategy leader and entire commercial team focusing heavily on TrevPAR and Net TrevPAR

A full hotel isn’t necessarily a profitable hotel. That’s why inventory control and revenue management have never been more critical than right now