revenue

Occupancy levels are forecast to bottom out at 23.3 percent during Q2 of 2020. Reviewing operating statements, it is virtually impossible for a hotel to generate a gross operating profit

In this podcast we talk with Veit Meier and Till Benthien, from berner+becker, about how hotels can work through the crisis and prepare for the future – which will eventually come

In this environment, a central concern for hotel investors and operators is expense elasticity, representing the extent to which expenses can be reduced in proportion to revenue

Analysts often optimize prices with a bias toward volume. If applied to the current situation, this tendency could trigger a race to the bottom that would harm revenue and price positions even more

With the world in quarantine, I have been surprised to see many hospitality vendors already posting their “recovery and marketing guides,” as if this is a just another minor hiccup

Times are changing fast, and it’s safe to say projections for 2020 occupancy and RevPar have gone out the window. While supply and demand may rebound quickly, RevPar may take longer to recover

A hotel re-opening will likely be gradual, done by risk assessment, and probably include many restrictions. Knowing that, we should not just sit home and wait, we can prepare so we are ready

Hotels need to prepare for new trends; new segmentation; and a shift in guest behaviour. You should start planning for a way out of this and let your Revenue Manager and RMS work for you

Though flow-through and flex are not top of mind for hoteliers during these times, when the world begins to right itself, measuring how much revenue is converted to profit will be of key importance

We have been speaking to hotels, revenue management experts and members of the hotel tech industry to see what their suggestions are. This article contains some of the top ideas provided