pricing

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

Where hotels are concerned, Cyber Weekend is an ideal opportunity to increase occupancy during low periods and shoulder dates, and increase voucher sales

Revenue management revolves around what customers from different segments are willing to pay, by measuring and monitoring supply and demand

Most brands and some management companies have performance clauses in their agreements with owners that indicate a level of REVPAR index to be maintained

Many organizations believe that only tangible factors can be used in the value-based pricing calculation; this is far from true

Hotels are awash with valuable structured and unstructured data providing profitable insights that can help revenue managers create forecasts

The cold hard truth is arriving with the chillier weather: global hotel performance has a ways to go before it’s back to its former self.

There is a major shift going on in the market. For the foreseeable future, flexible rate strategies are on the rise and non-refundable rates are being cut

Creating hotel packages is no rocket science, but must be strategic. You should consider certain factors while crafting offers that don’t jeopardise revenue

If we truly want to optimize every opportunity, is there a strategy to change our revenue management focus from more than just room pricing?