Revenue Management

This post was originally published on this site.Food and drink prices in hospitality rose by 1.8% month-on-month in June, the latest Foodservice Price Index from NIQ and Prestige Purchasing reveals.…

💸 Wyndham Hotels & Resorts reported a 2% U.S. RevPAR increase in Q2 2026. System-wide rooms grew by 4%, excluding Revo Hospitality. The development pipeline reached 261,000 rooms, with a 30% FeePAR premium. Net income rose 17% to $102 million, and adjusted EBITDA increased 9% to $212 million. $91 million was generated in operating cash, with $86 million returned to shareholders. Wyndham operates approximately 9,200 hotels in over 95 countries with 110 million loyalty members.

This article was written by Lodging Magazine. Click here to read the original article PARSIPPANY, New Jersey—Wyndham Hotels & Resorts announced its second-quarter 2026 results. Highlights include: U.S. RevPAR grew…

ARLINGTON, Va. – Canada’s hotel industry reported its first monthly occupancy decline since December 2025, according to June 2026 data from CoStar , a leading global provider of commercial real estate information, analytics, and online property marketplaces. June 2026 (percentage change from 2025): Occupancy: 73.0% (-3.5%) Average daily rate (ADR): CAD252.63 (+5.4%) Revenue per available room (RevPAR): CAD184.33 (+1.6%) Among the provinces and territories, Nova Scotia reported the largest gains in ADR (+15.7% to CAD270.46) and RevPAR (+20.2% to CAD228.22), helped by the 2026 Canada Sail Grand Prix held in Halifax. Newfoundland and Labrador , which hosted the Iceberg Festival, saw the highest occupancy lift (+4.6% to 86.4%) and the second-largest increases in ADR (+13.8% to CAD235.68) and RevPAR (+19.0% to CAD203.61). Among the major markets, Vancouver registered the largest jump in ADR (+21.3% to CAD406.34) but the steepest occupancy drop (-15.8% to 73.2%). The market hosted five World Cup matches during the month. Montreal posted the highest occupancy increase (+6.9% to 78.5%), but the largest ADR decline (-16.0% to CAD257.89). The decrease in ADR was due to the Canadian Grand Prix calendar shift. Toronto , which also hosted five World Cup matches in June, reported the highest rise in RevPAR (+10.4% to CAD247.18) thanks to the second-highest ADR gain (+19.0% to CAD321.27). For more information about the company and its products and services, please visit www.costargroup.com . Additional Performance Data CoStar’s world-leading hotel performance sample comprises 95,000 properties and 12.2 million rooms around the globe. Members of the media should refer to the contacts listed below for additional data requests.

This post was originally published on this site.Moore Kingston Smith’s June Hospitality update: growth through productivity – but at what cost? Fine dining and hotels outperform as hospitality businesses generate…

The Invisible Problem A guest arrives at a coastal property in Southern Spain. She booked the room for the beach, but she would have booked the spa too… if she'd known it existed before day two of her stay. The spa was running at 31% utilization. Not because guests didn't want spa treatments. Because the information was buried. By the time most guests discovered the spa, they'd already made plans. The window had closed. This is revenue leakage. And it doesn't look like what most hoteliers think it looks like. Revenue leakage isn't a pricing problem. It isn't a product gap. Most hotels already have the offerings. What they lack is an understanding of when, how, and why guests say yes - and how often the hotel itself is the obstacle between a willing guest and a purchase. The Two Forces Behind Every Lost Euro In my consulting work and in the classroom at Les Roches, I keep returning to two forces that explain the majority of ancillary revenue left on the table. They operate simultaneously, and most properties are blind to both. The first is pricing shame : the language and framing hotels use that accidentally punishes guests for spending money. The second is invisible micro-moments : the specific windows of guest willingness that open and close without anyone at the property noticing. Together, they form a psychological architecture that determines whether a guest spends €50 or €200 beyond the room rate. And the difference, at scale, is transformational. A 200-room hotel running 75% occupancy that raises ancillary spend from €50 to €100 per guest generates €4.1 million in additional annual revenue, without selling a single extra room night. Pricing Shame: How Hotels Punish Guests for Saying Yes Consider the phrase "late checkout fee." The word "fee" carries punishment. It implies the guest is doing something wrong: overstaying, breaking a rule, requiring special accommodation. The emotional signal is: you are an inconvenience. One property renamed "late checkout fee" to "relaxation extension." Same service. Same price point. A smiling guest because they still know and understand what they are been charged for. The result: a 30% increase in revenue from that single line item. Why? Because the framing shifted from penalty to permission. The guest went from feeling punished to feeling pampered. The psychology is straightforward: people resist paying for things that make them feel guilty, and they happily pay for things that make them feel indulgent. This pattern repeats across hotel operations in ways most teams never examine: "Minibar surcharge" versus "in-room refreshments" "Extra person fee" versus "additional guest welcome package" "Cancellation penalty" versus "flexible booking protection" Every time a hotel frames an offering as a fee, a surcharge, or a penalty, it introduces friction into a moment where the guest was already willing to spend. The language becomes the barrier. The guest doesn't object to the price - they object to how the price makes them feel. Revenue managers obsess over rate optimization. Almost none of them audit

💰 Spain vs. Argentina marks the finale of a series on pricing strategies. Key takeaway: focus on profit, not just revenue. Since 2019, the industry's revenue per room rose 19%, but costs surged 25%. Up to 40% of revenue growth now comes from non-room sources like food and events. RevPAR can mislead if acquisition costs outweigh gains. To succeed, score what you keep, considering total guest spend, akin to goals in football. Aim for profit, not just revenue.

🍴 In Longyearbyen, Svalbard, Huset is the world’s northernmost fine dining restaurant, originally built in 1951. It features a 14-course Arctic tasting menu and a wine cellar with over 1,000 titles. Recently transformed by Snøhetta, the interior blends stained oak and Swedish pine. Head chef Alberto Lozano emphasizes local ingredients and Nordic preservation techniques, offering dishes like Reindeer charcuterie and Ptarmigan pâté.

📅 Minor Hotels saw a 143% rise in Middle East bookings in late June, mainly for Q3 2026. International demand from the UK, Germany, and Russia surged by 575%. The ADR for Q3 is up 17.1% year-on-year. Room revenues during Eid Al Adha increased by 23% compared to 2025. The group, with 26 properties, is expanding with seven new locations in the UAE’s Sharjah Collection, reflecting strong regional tourism prospects.

🏨 21-27 June 2026: Miami hotel ADR surged 51.1% to $267.87 and RevPAR rose 51.6% to $196.87, aided by three World Cup matches. Occupancy slightly increased by 0.3% to 73.5%. San Diego's occupancy jumped 13.1% to 91.9%, driven by the 2026 BIO International Convention. San Francisco, hosting two World Cup matches, saw occupancy rise 10.9% to 82.5% and RevPAR surge 40.7% to $211.19. CoStar’s data includes 94,000 properties and 12 million rooms globally.