pricing

Now that we are experiencing guests returning to our hotels, what is changing within the revenue optimization field?

Re-building of ADR is much more correlated to the restoration of demand in the market and much less to do with the effect of price cutting during the crisis

Overall results show benefits of participating with OTAs substantially outweigh the costs, resulting in clear and substantial boost to hotels’ bottom line

The aim is to describe the main KPIs typically adopted by a hotel to support their business analysis, ranging from RevPAR, RevPAC, CPOR to NPS and beyond

It makes sense to let algorithms do much of the price change and a half decent RMS should deliver. But the question is – by how much will my RevPAR go up?

Staycation is here to stay. Strong occupancy is here to stay but the question remains for us all… how much occupancy is too much?

Many hotels don’t include direct within their distribution cost calculations, but for most hotels their costs of direct are around 8%+ of distribution

What would things look like if a number three or four REVPAR index brand delivered a number one or two GOPPAR performance?

Hoteliers must ask themselves: what happened to their competitive environment, who are their competitors, and what impact are they having on their hotel?

A lot of hotels see the bulk of their demand coming in a three-day window, with business booked in the day for the day now a more common occurrence