revenue

A demand shock in the travel industry can come from many sources; a financial crisis, health crisis, or political crisis. And as the term suggests, they often can’t be predicted

Each time we do a group quote we must evaluate the impact this has on the date of stay in the booking time, but also the selling of remaining capacity to the exclusion of other profitable segments

Hotel low season revenue has long been considered to simply be an unfortunate fact of the industry. It brings less demand and, therefore, lower revenues too

Revenue Management itself does not generate additional demand in the market, but it helps to manage existing demand in the best way and achieve the highest possible revenue share

It’s that time of the year for hoteliers to prepare for the forthcoming corporate contracting season. For independent hotels, we need to focus on our strategy

So, whilst new investment in a growing industry is a good thing, over-investment is destructive. And the conditions in hotels globally have been perfect for over-investment

Bleisure travelers tend to be greater spenders during their “micro-vacations”. With their company picking up the bill they can spend more on in-hotel expenses than a typical guest might

Benchmarking must go much deeper than revenue figures. By getting a handle on operational data, a hotelier can determine how profitable their parking operations are

Fixing revenue leakage is not just maintaining parity. The driving force is brand integrity and ability to change rates in-sync with market dynamics. Rate integrity aims to balance consistency and flexibility

We discuss the topic of Hyper Personalisation, how this extends personalisation, which we are all familiar with, and clarify how this should not to be confused with segmentation