revenue

It’s that time of the year for hoteliers to prepare for the forthcoming corporate contracting season. For independent hotels, we need to focus on our strategy

So, whilst new investment in a growing industry is a good thing, over-investment is destructive. And the conditions in hotels globally have been perfect for over-investment

Bleisure travelers tend to be greater spenders during their “micro-vacations”. With their company picking up the bill they can spend more on in-hotel expenses than a typical guest might

Benchmarking must go much deeper than revenue figures. By getting a handle on operational data, a hotelier can determine how profitable their parking operations are

Fixing revenue leakage is not just maintaining parity. The driving force is brand integrity and ability to change rates in-sync with market dynamics. Rate integrity aims to balance consistency and flexibility

We discuss the topic of Hyper Personalisation, how this extends personalisation, which we are all familiar with, and clarify how this should not to be confused with segmentation

As many hotel revenue managers learned the hard way during past economic downturns, dropping rates during times of crisis can greatly affect your RevPAR

Lucky for the parking industry, you don’t need to be trapped in a time loop to discover the power behind true demand forecasting

U.S. hotels eked out 0.6% y-o-y GOPPAR increase in January, but as the scope of the coronavirus becomes clearer, subsequent months could put pressure on both top and bottomline growth

There is no doubt we are in a time of huge uncertainty and the immediate reaction is to drop rates, but my advice is don’t. Reducing rates does not stimulate demand as proven time and time again