revenue

Your demand forecast provides a strong foundation for an effective growth strategy, and it leads to a number of downstream positive effects on metrics and bottom-line income

RevPAR and ADR are good indicators when it comes to the top line, but they do not depict the financial reality of a hotel. It’s not a matter of RevPAR vs ADR,but rather, a change in paradigm.

The traditional RFP season is almost upon us and whilst contracting can happen at any time, we are all used to the manic few weeks that is ‘RFP season’.

n a clear example that revenue and profit aren’t always aligned, RevPAR at mainland European hotels attained a high for the year in June, but GOPPAR fell.

Since accountability for profitable revenue truly lies with both revenue managers and the marketing team, success stems from streamlined collaboration.

It’s clear that data platforms are powerful tools for hotels to manage and interpret their data. It’s even more evident that cross-analysis between these platforms is very useful for mastering performance.

Hotel PMS and booking engine integration turns your website into a potential source of generating more direct bookings. It also helps you get more direct bookings from your hotel’s Facebook page.

Metasearch levels the playing field and can be a strong driver of demand when leveraged correctly. Independent hotels don’t enjoy economies of scale so they must be strategic with marketing spend.

Revenue Management forecasts should come first, serving as an input for decision-making from a revenue strategist. The output then shows how you compare to your business forecast each month.

United recently reported that its booking curve had changed and that they needed to set aside more seats for passengers who book at a later date.