STR raised its 2026 U.S. RevPAR forecast to 4.4% growth, and this piece explains how hoteliers should translate national trends into property-level 2027 budgets by aligning financial and demand forecasts.
A detailed framework for managing hotel opening budgets, covering stabilization timelines of 36-48 months, comp set forecasting, pricing tactics, KPI tracking, and common financial mistakes to avoid.
A hotel finance coach outlines three habits for building a defensible hotel budget: zero-based construction, driver-based forecasting, and presenting it as a personal commitment to ownership.
The USALI 12th Revised Edition modernizes hotel accounting standards with new schedules for energy/waste, labor, and channel distribution, and offers practical tools for vacation rental operators too.
Argues that Excel-based revenue workflows create costly decision delays across hotel portfolios, and outlines what an effective RMS should deliver in terms of explainability, consolidation, and total cost of ownership.
HVS founder Steve Rushmore explains why the debt coverage ratio method produces a more defensible hotel valuation than the loan-to-value approach, with worked examples showing how lender inputs drive value and loan sizing.
The author argues that USALI should be extended, not abandoned, to cover the owner-operator cost split unique to vacation rental management, preserving comparability across the sector.
The article argues that manual reporting workflows create costly decision lag for hotel revenue teams, and proposes auditing time-to-action across signal, decision, and execution timestamps.
Newport Hospitality Group details how it uses STR Custom Forecasts and CoStar analytics to build hotel budgets with segment-level comparisons, mix modeling, and year-over-year commentary in a single platform.
A hospitality consultant argues that most hotels lose ancillary revenue not from product gaps, but from poor language framing, mistimed offerings, and invisible services that prevent willing guests from spending.
A vacation rental operator argues the industry lacks a unified financial standard, proposing an "Owner-Adjusted Performance Report" that consolidates both management company and property owner costs into a single net return view.
The final installment of an 8-part series argues that RevPAR is a vanity metric, urging hoteliers to measure profit kept after acquisition costs and total guest spend instead.
Using the England vs. Argentina narrative as a lens, the piece argues hoteliers must price from live booking data and pickup curves, not gut feel, reputation, or the story a date seems to tell.
Using sports betting market logic, the author argues hotels lose revenue on peak nights by leaving discounts active, ignoring LOS controls, or allowing parity gaps when demand guarantees full occupancy.
The article argues summer revenue leakage stems from slow decision workflows, not unpredictable demand, and outlines a phased shift from static reporting to live, bounded automation.
An automation specialist quantifies OTA virtual card revenue leakage, showing 11 hotels recovered $228K in unprocessed balances in one month, saving ~3,600 labor hours annually.
A hotel controller's years of documented AR warnings go unheeded as a trade group racks up $221,000 in unpaid bills before filing for bankruptcy, illustrating the cost of poor credit controls and misaligned sales incentives.
As automated pricing engines take over rate-setting, the revenue manager's core skill is shifting from making pricing decisions to interpreting, tracing, and defending rates across channels no single system can see whole.
As hotels cede rate-setting to autonomous revenue systems, a legal and operational paradox emerges: they own the price but no longer author it, creating antitrust exposure and eroding managerial accountability.
The article argues that RevPAR's failure to account for labor inflation, OTA commissions, and channel mix has decoupled revenue growth from profit, and calls for a shift to GOPPAR, CPOR, and GOP Index as primary management metrics.