The problem we solve
A room price is a strategic statement. Set too low, it sells occupancy at the expense of profit and trains the market to wait for discounts. Set too high with no logic behind it, it leaves rooms empty in exactly the weeks that could have carried the year. Most properties still price by a mix of last year’s rate card, a glance at three competitors and gut feeling.
What we do
We build a pricing framework for your property: room-type differentials, seasonal architecture, length-of-stay and lead-time rules, and the discount policy that goes with it. Then we run it. Every day we look at pace, pick-up, market demand and competitor movement, and adjust rates and availability in your systems.
The framework is anchored in profit, not just revenue. A booking that arrives through an expensive channel at a discounted rate is not the same as a direct booking at full rate, and our decisions reflect that.
What changes
- Rates move with demand, early and deliberately, instead of in panic the week before.
- Segment mix shifts toward channels that leave more margin in the hotel.
- Owners see the revenue forecast for the season and understand what drives it.
How we measure it
RevPAR and ADR against prior year and budget, booking pace by month, revenue by segment and, above all, the effect on GOP.
