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Think about the moment when you first enter your hotel room. Look around: Does the room tell you anything unique about the hotel where you are staying? Or is it all beige walls and double beds with white covers, and you have to walk back outside and look at the sign on the hotel’s facade to even remember where you are?

Hotel guests commonly bring multiple devices with them during their stay. However, many hotel environments don’t provide easy access to charging outlets. This situation can lead to a guest feeling more than inconvenienced. A recent survey found almost 90 percent of people "felt panic" when their phone battery dropped to 20 percent or below.

Spam is one of the major problems that most hotel website owners face on regular basis. It is a bad practice used by spammers to persuade the page rank of a site.

GBTA recently partnered with AccorHotels to conduct a study investigating the role of loyalty in managed travel programs in Europe with the goal of understanding how loyalty programs currently fit within company travel policy and what opportunities may exist in the future.

People today expect to be connected always and everywhere; sometimes it’s hard to believe that there was a world before smartphones and Wi-Fi. In the time since Wi-Fi became ubiquitous in hotels, apartments, and public spaces, it has fueled the evolution of connectivity in a lot of ways. Just like Maslow’s hierarchy of needs, the most basic needs start at the bottom, and you can’t get to the next level without a strong foundation. 



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Pitfalls of a Pricing-Only Approach for Hotels

08/04/2016
Not All Revenue is the Same

What happens when hotels use revenue management approaches that focus only on pricing and exclude other analytical aspects? 

Quite simply, it leaves them at an unfortunate disadvantage. Hotels that optimize both pricing and inventory (i.e., business mix, stay patterns, strategic overbooking) improve revenue performance over hotels optimizing pricing alone.

A pricing-only approach focuses attention on pricing single arrival dates. This leads to key factors being neglected, including length of stay, derived rates and other rates – such as contracted rates that need their availability managed to prevent overselling cheaper rates.

The best overall revenue optimization is achieved through finely balancing the management of all business – not just the priceable business. A dynamic pricing approach analytically assesses price sensitivity while accounting for season, day-of-week, days-to-arrival and length of stay. Additionally, this approach helps manage rate availability, overbooking and stay patterns to drive the most revenue overall.

An easy way to think about the differences between a dynamic pricing approach and a pricing-only approach is to look at the quality of your revenue. Pricing-only approaches will fill your hotel fast and easy. While it may seem great having those initial bookings, hotels relying solely on pricing-only strategies see the inevitable crash and burn, eventually losing higher paying customers and revenue. Dynamic pricing approaches, on the other hand, use both pricing and availability to fill hotels while providing long-term sustainability for healthy revenue performance and growth.

Not all revenue is the same. For healthy revenue performance, it is critical to use analytically-derived dynamic pricing strategies to fill your hotel with quality business that provides the greatest revenue performance.

About The Author
Charles Wang
Regional Head
IDeaS Advisory Services


Charles Wang is the regional head of IDeaS Advisory Services and leads team members in demonstrating the capability of improved revenue performance and building data-driven and process improvement revenue management cultures for clients within the Asia Pacific and Greater China region.

 
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