A 30-year hotel operator and Live Oak Bank share why proactive lender communication, early refinancing prep, and strong management credentials are critical to protecting asset value.
A strategic read on villa discounting, arguing that repeated rate reductions signal positioning or presentation gaps rather than price problems, and erode long-term rate integrity.
STR and HotStats data show U.S. hotel GOP margins remain below 2019 levels despite RevPAR growth, with franchise fees, A&G, and SaaS costs rising faster than revenue while owners absorb all downside risk.
Fairmas promotes its FairPlanner FP&A software by contrasting manual, spreadsheet-based hotel finance workflows with an integrated planning platform that connects budgets, forecasts, and operational data.
With U.S. hotel margins compressing for a third consecutive year, the article argues supplier payments represent an untapped profit center via rebates, working capital gains, and AP automation.
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.