revenue

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

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