topline-revenue

The strongest revenue strategies use Q1 to tighten fundamentals, correct any drift from the previous year, and put guardrails in place early

For GMs and owners, the real question isn’t whether revenue management is changing. It is whether your strategy is changing with it

The common thread across these predictions is structural change. Technology, economics, and distribution power are reshaping the industry

High occupancy can distract. A full hotel can be the least profitable version of itself when the wrong segments dominate the house

If your pricing, visibility, and demand decisions are dictated by OTA behavior, you have lost control of the wheel. Common red flags include:

The truth is, pricing “too cheap” can alienate your ideal audience. Let’s look at why this happens and how to set rates that attract the right guests

Sales and Revenue are not opponents. They’re two halves of the same engine. One brings in business, the other makes sure it’s profitable

A rate plan isn’t just a “price.” It’s the building block of how you distribute and position rooms. If the blocks are unstable the strategy falls over

A Revenue Manager does more than optimize rates. A good RM pushes you forward. A great RM does it without needing to be asked

Wishful thinking is not a rate strategy. It’s a distraction. And in a market this dynamic, it’s one you can’t afford