anders@demandcalendar.com (Anders Johansson) - 10 Minutes News for Hoteliers - Page 3

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3 min

Hotels Spend 80% of Time on Manual Reporting, Leading to Missed Revenue Opportunities, Says 2025 Report

📈 In 2025, 80% of hotels spend up to two days weekly on manual reporting. A unified forecasting method improves decisions, shifting them earlier in the year. It aligns costs and marketing with forecasts, ensuring that marketing spend targets low-demand weeks. Commercially aligned organizations see 1.9% higher revenue growth and 4.7% higher earnings growth. An Expedia study highlights that 98% of hotels lose revenue due to rate misuse. Improved forecasts enhance owner confidence and decision-making.

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3 min

Revenue Managers Spend Only 49% of Time on Revenue-Generating Work, Study Highlights Automation Benefits

📈 Revenue managers spend 49% of their week on revenue-generating tasks, 13% on system updates, and 5% in strategy meetings. Automation can cut manual work, as Alexander Killi at Classic Norway Hotels reduced Excel tasks by 95%. Time saved should be allocated to strategic tasks like booking pace, displacement math, and forecast variance. Protecting freed hours and engaging in analysis during meetings can enhance decision-making, ultimately improving a revenue manager's effectiveness.

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6 min

80% of Hotels Spend Up to Two Days Weekly on Manual Reporting, Hindering Effective Forecasting and Decision-Making

📈 Across ten hotels, 80% spend up to two days weekly on manual reporting, with an extra day added by head office. This affects general managers' time, impacting growth. Effective forecasting involves four conditions: one definition, cadence, meeting, and escalation line. General manager turnover averages one every 2.5 years, mainly due to owner conflicts. To improve, align definitions, reduce redundant reports, and focus on forward-looking profit views to ensure reliable forecasting and enhanced group performance.

Woman sits at a desk with two monitor screens showing charts, hand on chin in thoughtful pose during a nighttime work session with a coffee cup and highlighted documents nearby

4 min

HSMAI and ZS Study Reveals 39% of Revenue Managers Override Pricing Models Due to Poor Visibility

📈 HSMAI and ZS studied 145 revenue managers across 1,732 properties, revealing only 49% of their time is spent on revenue-generating tasks. Monthly forecasting is common, despite weekly demand shifts. Automation can reduce manual tasks, as seen at Classic Norway Hotels, which cut Excel use by 95%. Revenue managers override RMS price recommendations 39% of the time due to lack of reasoning visibility. Weekly forecasting, though less precise, offers better decision-making cadence.

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3 min

General Managers Urged to Prepare Answers to Five Key Questions in Owner Meetings for Better Outcomes

📈 Every owner meeting revolves around five key questions: forecast confidence, variance drivers, competitive position, 30-60 day risks, and preemptive actions. Effective GMs prepare answers ahead, transforming meetings into briefings. Notifying owners of issues early averts trust damage, aligning all departments under one platform enhances readiness. Over half of CEOs and GMs experience isolation, impacting performance. Regularly update and integrate systems to foster transparency and prepare thoroughly for capital conversations.

Businesswoman in glasses reviews financial data on two monitors displaying charts and a table in a dim office environment.

4 min

HSMAI Study Reveals Less Than Half of Revenue Managers' Time Spent on Revenue-Generating Work

📈 July's room bookings show an increase compared to last year, but clarity is needed on whether this is due to genuine pricing power or a mix of segment changes. HSMAI's study reveals that less than 50% of revenue managers' time is spent on revenue generation. With 2,988 rooms booked and a projection of 3,509 to 3,681 rooms, capacity limits and accurate forecasts are crucial for effective planning. Demand Calendar automates variance calculations for better decision-making.

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3 min

Hotel Groups Must Analyze Acquisition Costs Per Channel to Improve Profit Margins Amid Rising Expenses

📈 Costs in the U.S. hotels rise by 4% annually while GOP margins decline. With 10 hotels, diverse commission structures and marketing budgets create inconsistencies, hiding true acquisition costs per channel. Groups identifying and solving this issue focus on per-channel visibility, revealing unprofitable channels and adjusting strategies accordingly. Three recommended steps: calculate acquisition costs for one hotel manually, compare channel contribution with RevPAR, make data-driven channel decisions. CEOs can improve margins by optimizing existing demand.

Businesswoman standing by floor-to-ceiling windows, gazing at a coastal city as dark storm clouds approach.

3 min

80% of Hotels Spend Up to Two Days Weekly on Manual Reporting, Impacting Revenue Management

📈 Knowing the cause of a soft month early can make a difference. In week two, issues like non-repeating citywide events and closer-to-arrival bookings are evident. 80% of hotels spend up to two business days weekly on manual reporting, yet miss real-time insights. A demand misread of 8-12% at a 200-room hotel can cost €250,000 annually. Recommendations: log causes in real time, forecast beyond rooms, and align variance format with the GM. This reduces reconciliation time and aids strategic focus.

Aerial view of a coastal city at sunset with tall buildings along the water and construction cranes in the foreground.

4 min

U.S. Hotel Operating Costs Rise 4% Annually, Driving Need for Unified Forecasting to Prove ROI and Support Growth

🏨 U.S. hotel operating costs rise 4% annually, while RevPAR growth lags, causing a decline in GOP margins for three consecutive years. General managers change every 2.5 years, mainly due to conflicts with owners. 80% of hotels spend two business days weekly on manual reporting. Hotels with a single forecast can increase revenue by 1.9% and earnings by 4.7% compared to peers. Emphasizing a unified reporting system aids growth and maintains GM retention.

Vertical blue neon hotel sign mounted to a building at night, partially visible letters forming 'HOTEL'.

4 min

Hotel Groups Lose Over €40,000 Annually Per Property Due to Delayed Decision-Making and Inefficient Forecasting

🏨 A 120-room hotel spends €24,000 annually on labor gathering data, leading to a €40,000 annual loss, including €16,000 from delayed decisions. For a group of 11 hotels, the cost escalates to €440,000. Inefficiencies arise from poor forecasting, overstaffing, and wasted resources. Classic Norway Hotels reduced spreadsheet use by 95%, saving 4,800 hours yearly. Implementing unified forecasts and synchronized decision-making across properties can significantly reduce these costs.

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