revenue

COVID-19, combined with the oil price war, resulted in a Q1 GOPPAR decline of 36.5% which was even greater than the 36.0% fall recorded in Q1 of 2011, with a significant impact on profit

Make organisation a priority during this downtime and audit your marketing assets. Salvage what you can from the current situation but push your team to create a robust comeback strategy plan

Asia Pacific continues to serve as the baseline for global hotel data performance comparison. March data indicates that the virus’ impact on hotels performance is not subsiding; in fact, it’s intensifying

The current crisis is forcing everyone to throw out all the old rule sets. This may be an opportunity to reset the professional status of the typical Revenue Manager and their career path

In this latest edition, we talk hotels performance in the Regional U.K. as well as business on the books in London and Europe recovery forecast

Hoteliers will be hard pressed to generate a modicum of revenue throughout the rest of the year and likely will have to wait until there is a vaccine to see profit normalize

Faced with single digit occupancy and many hotels electing to suspend operations while there is virtually no revenue, what should we be doing right now from a revenue strategy perspective

To prepare for this unprecedented environment all Sales and Revenue Managers will have to navigate, I found some ideas in Tzu’s timeless book, Art of War, that can provide some wisdom

In times of demand crisis, it’s easy to fall into making emotional pricing decisions rather than logical ones. Pricing mistakes are more costly in a recession, which makes revenue strategy a priority

The key is to keep an eye on evolving trends, take data-driven (and not panic-ridden) decisions, and build a foundation that allows hoteliers to tap into opportunities without missing a beat