profit

Revenue growth is slowing, occupancy slipping and profit margins tightening – especially for unionized hotels where labor rigidity is weighing heavily

As a visitor levy starts to roll out, you will face an extra cost on bookings in some locations and you will need to make a decision

Measuring flow thru by department and by key driver is the basis for understanding your real financial results and most importantly its financial potential

We’ll explore some of the key metrics that reveal whether top-line revenue growth is translating into real bottom-line profit

When ADR growth slows, the smartest revenue managers stop chasing rate for its own sake. What actually moves the needle is balance

The analysis covers guest booking and hotel performance data focusing on two key areas: traveler booking behavior and hotel profitability

The era of RevPAR as a sole performance indicator is over. If this is the only thing we are capable of optimizing today, the industry is structurally broken

The key to unlocking your hotel’s true profit potential isn’t in that single average number, but in understanding its daily distribution

Revenue management was never meant to stop at the room door and has now evolved into something more powerful and far more demanding

In the UK, numbers paint a sobering picture. Flat revenues and rising labour costs are squeezing margins to their thinnest levels in years