revenue

But while revenue management has evolved and diversified, the discipline shouldn’t stray too far from the basics. Revenue optimization is profit optimization, and you have to have both.

After the peak season comes the shoulder season, and eventually the low season, and you’ll have to struggle with attracting guests and reaching maximum hotel occupancy. This is the harsh reality.

Cloudy RevPAR forecasts, in the face of what promises to be an economic recession in the U.S., have hotel operators and developers wary of when the city’s hospitality market will rebound.

The worries of the Revenue Manager must shift from competition with the OTAs to the improvement of the processes and obtaining a clearer vision of the future opportunities of the demand.

Hotels in MENA suffered a 2.2% year-on-year decrease in GOPPAR in July. At $38.79, GOPPAR was more than $27 below the year-to-date average, and a low for the year so far.

In a scenario that illustrates the frequent occurrence of revenue and profit misalignment, RevPAR at hotels in the UK hit a high in July, but GOPPAR turned negative, sapped by rising costs.

Data is the facts of what happened or what’s in the process of happening. Analytics are when you begin to make discoveries from that data, derive insights and maybe make predictions.

Ultimately, your PMS should do more than manage your property, it should keep your property ahead of industry trends, boost profits and exceed guest expectations.

While there are many similarities, revenue and yield management are two distinct concepts. Yield management is narrower in scope focusing on selling price and volume of sales

Once your guests take notice of your personalized offers, they’ll want to start redeeming right away. How can you empower them to become active participants in your program?