A hotel marketing budget is the annual amount a property commits to acquiring and retaining guests, typically between 4 and 8 percent of total revenue. The percentage matters less than what it buys. Every point you underspend on direct demand generation, you repay to intermediaries in commission, usually at a higher rate. Key Takeaways: The 4 to 8 percent
AI agents for hotel revenue management are software systems that pursue revenue goals by taking actions, such as adjusting rates, updating forecasts, and monitoring demand, with limited human input. They are becoming important now because revenue technology is shifting from recommending decisions to executing them, and hotels that define autonomy boundaries early can reprice faster than hotels that wait. Key
For years, hotel strategy has run on one assumption: grow RevPAR, and profit takes care of itself. That link is weakening. Revenue is holding steady across most markets, but costs are not, and GOPPAR is under pressure even where the top line looks healthy. For revenue and commercial leaders, the job is shifting. It's no longer only about driving more
Question for Hospitality Industry Expert Panel Which hotel operations are delivering measurable ROI from Agentic AI today, and how are hotels restructuring teams to manage accountability and trust these systems? (Question by Daniel Zelling) Our Hospitality Expert Panel Mariska van Heemskerk - Owner, Revenue Management Works Massimiliano Terzulli - International Business Developer, Franco
Question for Our Revenue Management Expert Panel As more travellers use AI to research hotels, how will this impact hotel pricing, rate parity and distribution strategies? Our Revenue Management Expert Panel Ric van Holthe tot Echten - Founder & Managing Partner, Revenue Guru Massimiliano Terzulli - International Business Developer, Franco Grasso Revenue
From discovering your hotel to booking a room, from checking in to ordering room service — the guest experience isn’t a set of isolated touchpoints. It’s a journey. One that shapes how your brand is perceived and directly impacts your bottom line. Turning Happy Guests into Higher Profits The connection between guest satisfaction and revenue isn’t just intuitive — it’s
Flexible schedules are changing how hotels manage arrivals and departures. Guests increasingly expect options that align with flights, meetings, and personal plans. This shift requires operational adjustments that maintain service quality while unlocking additional revenue streams. Why Flexible Timings Are Now Part of the Guest Experience Industry data shows rising demand for adaptable check-in and check-out. A Statista Report from
Profitability is a business's ability to generate earnings from its operations over a given period. Various methods, known as profitability ratios, gauge a business's overall profitability. This article explains the different profitability ratios and explains how revenue management can positively impact profitability. Insight in Profitability Ratios Profitability ratios provide insight into how a business is performing and are key tools
Question for Our Revenue Management Expert Panel If you could design just one AI Agent to support your revenue management projects and workflows, without any restrictions or limitations, what would it do and why? (Question by Michael J. Goldrich.) Our Revenue Management Expert Panel Ric van Holthe tot Echten - Founder &
Question for Our Revenue Management Expert Panel In markets where last-minute rates are often dropped, what pricing strategy will help keep hotels competitive without jeopardising long-term revenue goals? (Question by Mariska van Heemskerk) Our Revenue Management Expert Panel Tamie Matthews - Revenue, Sales & Marketing Consultant, RevenYou Massimiliano Terzulli - International Business
Hotel revenue management is no longer limited to pricing rooms and protecting RevPAR. Rising costs, changing guest behavior, and growing demand for experiences are pushing hotels to rethink where revenue comes from and how value is captured. Today, guests spend across multiple touchpoints, both on and off property, creating new opportunities for hotels to increase total booking value. In this
Your hotel can do everything right, but if your customers aren’t happy, that can lead to a loss of revenue. Why? Unhappy customers leave negative reviews, and that affects future bookings. The Importance of a Positive Hotel Reputation Recently, while browsing some online property reviews, one stood out. "... we were disappointed by the lack of clarity of the reception
Ancillary revenue describes earnings that originate from the sale of products or services besides your primary offering. In the case of hotels, this means products and services beyond the sale of hotel rooms. For hotels, ancillary revenue is important because it provides additional income. When ancillary services are of a high standard, a hotel can extract more revenue from each
PMS integration refers to the capacity for a property management system (PMS) to connect with other hotel systems. By connecting your PMS to systems like booking engines, CRM software, and channel managers, you can share data. Sharing this data between systems can boost efficiency, reduce data duplication, and prevent inconsistencies. It can also reduce or eliminate the need for manual
Forecasting sits at the heart of every hotel strategy. Yet in many organizations, it remains slow, reactive, and quietly mistrusted. Not because teams lack skill, but because the data behind the forecast is fragmented. This article explores why forecasting breaks down and how aligning your data changes not just accuracy, but the speed and confidence of every decision. Forecasting Is
Volatility has become the defining characteristic of the modern travel economy. The forces shaping demand today, geopolitical tensions, economic swings, rapid changes in airline capacity, shifting traveler psychology, and rising operating costs, are no longer rare disruptions. They’re the backdrop against which hotels must perform every single day. Turning Volatility Into Revenue Confidence Booking patterns that once followed a predictable
Revenue managers have traditionally worked toward a fairly straightforward goal: maximize revenue. That meant pushing rates when demand was strong, filling rooms when it softened, and staying one step ahead of the competition. But in 2026, that playbook is becoming harder to rely on. From Revenue Growth to Profit Protection Pricing power is weakening as travelers grow more price-sensitive, while
Question for Our Revenue Management Expert Panel What analysis should hotels use to evaluate pricing relative to perceived value and that of competitors? How might this influence their market positioning strategy? (Question by Mariska van Heemskerk) Our Revenue Management Expert Panel Mariska van Heemskerk - Owner, Revenue Management Works Massimiliano Terzulli -