revenue

By shifting from a room-centric model to a guest-centric, total revenue model, we stop being historians and start being architects of what will happen

How well is “the last mile” managed these days? What happens when the phone rings? Too often, websites hide phone numbers, making it difficult to even call

The important question is not how to increase traffic. It is why so many guests hesitate at the final stage of decision-making on the hotel’s own website

The study reports that a hotel’s price, location, reviews, booking options, experiences, and sustainability are the top decision points for travelers

Revenue management is no longer a function that asset managers just “monitor”. It is a core lever of asset performance, risk control and value creation

We believe the future of hospitality analytics lies in helping hotel leaders move beyond fragmented insights and toward a unified view of performance

A good revenue strategy leaves clues when it is working, and it leaves clues when it isn’t. The hard part is knowing what signals matter

Reliable use of hotel data determines efficiency and profitability Knowing how revenue, ADR, RevPAR, and occupancy are developing is the basis for greater profits

A good way to find important criteria for identifying your hotel competitive set is to think about the filters that travelers are setting on booking platforms

Getting your seasonal pricing right isn’t optional, it’s a competitive advantage. It isn’t just about raising rates in summer or trimming them in winter