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

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5 min

Hotels Should Rank Booking Channels by Net Contribution, Not Room Revenue, to Optimize Profitability

📊 The article highlights the impact of net contribution ranking on commercial strategies. OTA commissions range from 15% to 25%, while wholesale markups are 20% to 30%. Booking.com has high cancellation rates compared to brand.com voice. Loyalty bookings can sometimes contribute less than OTA bookings. Three actions for hotels include rebuilding rankings, mapping cost stacks, and reviewing bottom channels quarterly. The integration of various systems is crucial to determine net contribution per booking.

4 min

Demand Calendar Advises Hotels to Analyze Booking Pace and Capacity for Accurate Monthly Revenue Forecasts

📅 July is ahead of last year on the books, but the true finish depends on if it fills as well. A snapshot isn't the final number; remaining pickup pace matters. A room type selling out early can cap overall performance. Evaluate three aspects: remaining pickup vs. last year, treat the landing as a range, and check room type capacity. Demand Calendar reconciles data to show real outcomes, factoring in capacity constraints.

4 min

Revenue Gains: Distinguishing Between Pricing and Mix Changes to Avoid Misleading Financial Interpretations

📊 July's revenue rose 6% from last year, but be cautious: a higher average daily rate (ADR) might not signify effective pricing, but rather a shift in booking mix. Separating volume, mix, and rate reveals true gains. Misinterpreting mix gains as pricing victories can lead to strategic errors. Use three checks: analyze monthly variance, segment share shifts, and identify lost segments. Proper analysis prevents costly misreads and ensures accurate decision-making for future quarters.

3 min

Smaller Hotel Groups Can Outperform Chains by Prioritizing Speed in Decision-Making Over Data Accumulation

📈 Twelve months after deploying a new data platform, decision speed remains unchanged across the hotel group. Chains boast larger data analytics teams and budgets, but small groups can exploit speed. For instance, when a concert causes a demand spike, chains take weeks to adjust prices, while smaller groups can reprice in a day. Winning depends on a tight decision rhythm: one forecast, a weekly decision meeting, and tracking actions, not just data.

4 min

Unified Forecasting System Proposed to Improve Alignment Between Sales, Revenue, and Marketing Teams for Better Profitability

📈 Did commercial performance hit the plan? Reporting on past data, Sales, Revenue, and Marketing teams use separate files, delaying strategic decisions. Sales reports contracts, Revenue reports rates, and Marketing reports acquisition costs. Lack of integration leads to missed opportunities, like losing money on a 40-room block booking. Implement a single shared forecast and scoreboard to align teams, track net profit by segment, and steer results in the actionable 90-day period, instead of reconciling past data.

3 min

CEOs Urged to Allocate Capital Based on Marginal Return Rather Than Equal Distribution for Higher Profits

💵 CEOs should shift budget allocation strategies to boost profits. Even distribution based on size and past revenue caps returns. Instead, focus on marginal return, optimizing where each euro earns most. By funding high-margin guest segments and channels, profits increase. Key moves include ranking investments by marginal return, targeting profitable segments, and ensuring each euro's profitability. This approach, outlined in the Profit-Oriented Revenue Management (PORM) framework, aligns investments with future profits rather than past performance.

3 min

Hotel CEOs Urged to Prioritize Profit Over Revenue by Measuring Flow-Through to Enhance Investment Decisions

💸 Two hotels, both report €5 million in revenue, but profits differ due to varied acquisition costs and revenue streams. The key is flow-through, which reveals profit from each euro. CEOs should analyze profit margins, ranking properties by flow-through rather than revenue, to make informed investment decisions. Focus on profit-oriented revenue management to ensure revenue converts effectively to profit, optimizing every euro spent.

4 min

Hotel Groups with 10-20 Properties Urged to Unify Forecasts for Better Profit Visibility, Says Demand Calendar

📈 At 10-20 hotels, commercial managers often run three operations: sales, marketing, and revenue, each with separate scoreboards. This disjoint leads to profit discrepancies despite perceived successes. Many groups sit at Level One or Two, indicating fragmented planning with reconciliations post-hoc. Climbing to Level Three or Four involves sharing forecasts and metrics, making acquisition costs visible pre-spend. CFOs favor this climb for improved cash flow and reduced reconciliation time, ensuring decisions are informed and aligned.

5 min

Hotels Urged to Shift Focus from Channel Costs to NetRevenue for Profitable Growth, Utilizing Eleven Dimensions

🏨 OTA commission rates rank at 18%, while direct bookings are at 4%. NetRevenue, defined as guest-paid revenue minus customer acquisition cost (CAC), is critical for hotel profitability. CAC consists of four cost categories: commission, transaction, loyalty, and other costs, impacting profitability significantly. Utilizing two-variable analysis across eleven dimensions can expose hidden profit segments. Strategic moves include contract renegotiation, marketing budget redirection, and curtailing low NetRevenue segment spending to enhance profitability.

4 min

Hotel Industry Urged to Prioritize Alignment and Total Revenue Over AI for Effective Management in 2026

📈 In 2026, hotel industry discussions focus on AI, yet the real issue is the lack of data alignment in commercial teams. Meetings typically involve seven roles, each with differing forecasts, leading to confusion. A BI tool doesn’t resolve this, as it can perpetuate silos. Key solutions include achieving alignment, incorporating total revenue forecasts beyond rooms (60-70%), and maintaining a weekly cadence. Additionally, data quality is crucial and a management responsibility, not a technological one.

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