Hospitality America outlines a four-pillar revenue strategy targeting 20-45% ADR increases across 16 host cities, with emphasis on rate integrity and spillover market capture.
The combined company now manages 50+ properties across New England to the Midwest, including premium Marriott and Hilton-branded hotels.
The shift from revenue growth to profit optimization isn’t just about changing metrics—it’s changing how hotels think about performance. With rising costs across labor, energy, and distribution, a strong RevPAR doesn’t guarantee a strong bottom line. Being busy isn’t the same as being profitable.
Revenue management isn't just yielding prices. In fact, the difference between yield management and revenue management is precisely that revenue management doesn't stop at room revenue and captures all revenue streams.
Brilliantly articulated. This is exactly where the conversation needs to be moving forward. The era of chasing topline numbers is over, today's commercial leaders are being judged by flow-through intelligence, not occupancy percentages.
We've been having these conversations for about 20 years now. A lot has been said and published on this topic, including my own articles, podcast episodes, webinars, and even dedicated chapters in my last two books. The answer, at least to me, is obvious: until RMS providers build true profit optimization capabilities into their products (which requires proper data flow for the missing pieces of the equation), we're not going to move forward.
The ambitious vision for Total Profit Optimization is not a destination we are equipped to reach today. It's not a pipedream, but a strategic challenge demanding a phased, constructive approach. The core issue is a structural disconnect stemming from the historical focus on Rooms: The Talent Evolution: We currently possess excellent Rooms Optimizers, whose skill sets were sharpened by focused toolsets and market dynamics.
The shift toward experience-based booking is absolutely transforming the game. AI can finally solve the paradox of choice. Hotels can now showcase everything they offer but in a way that's targeted and relevant. Don't sell me a romantic getaway when I'm traveling alone.
There is a massive industry gap here. Full stop. Discussion about this capability in the industry is topical. Those in a position to enable it are few, if even thinking about it. Packages are a clumsy solution to the underlying problem of being able to successfully deliver rooms digitally.
If the game has shifted...so must our KPIs. Today's revenue leaders must zoom out and focus on TRevPAR, capturing not just what happens in the room, but around it. Whether you're luxury or budget, you can take advantage of experiential revenue, something that thanks to digitalization, every hotel can play (and not only ultra-luxury resorts).
More than 30 industry associations representing hotels across the country today sent a letter to the leaders of the U.S. House of Representatives and Senate urging them to end the government shutdown.
The volume of U.S. hotel rooms under construction decreased year over year for a ninth consecutive month, according to CoStar’s September 2025 data. CoStar is a leading provider of online real estate marketplaces, information and analytics in the property markets.
According to a new economic impact report conducted by Oxford Economics, Denver's hospitality industry continues to serve as a powerful engine for growth and opportunity. The report details the Denver hotel industry's far-reaching economic impact, finding that hotels generate nearly $7 billion in economic activity, support 34,000 jobs, and contribute $1.1 billion in federal, state, and local tax revenue.
Per the Uniform Standards of Professional Appraisal Practice (USPAP), there are two appraisal report formats: the restricted appraisal report and the standard appraisal report. But what’s the difference between these two report types, and how do you choose the right type for you?
Millennials and Gen Z are inheriting a world where everything costs more. Housing, food, even free time come at a higher price. There's less money left for travel, so when they do travel, it has to matter. They're careful with budgets, but when they spend, they spend with purpose. They'll trade frequency for depth, choosing one meaningful trip over several forgettable ones.
The federal government per-diem rate is made up of a lodging allowance and a meals and incidental expense (M&IE) allowance. The per-diem lodging rates, which set the maximum amount a federal traveler can reimburse, are based on the average rates for mid-priced hotels and are set annually by the U.S. General Services Administration (GSA). A standard rate applies to most of the continental United States (CONUS), while individual rates apply to about 300 non-standard areas (NSAs), mostly comprising primary destinations or key cities.
IDeaS recently held its annual client conference Converge with the theme of "Bold Moves, Big Impact: A New Era in Hospitality"
The "right time, right place" mantra has always been complete nonsense to me. It treats humans like logical machines, as if only the left side of their brain exists, ignoring emotion and gut feeling, which is what ultimately drives decisions.
If the real question is about skills, mindset, and capabilities, then here's my take: Skills: a Revenue Manager today must think strategically, not just tactically. Revenue management is about defining where the business should go in terms of product and revenue in the next 3–5 years.
A broader skill set — especially in marketing — is becoming increasingly beneficial. Since specialized tasks can now be handled perfectly by AI, commercial roles are moving closer together. This shift makes broad, cross-functional skills more important than ever.
The Revenue Manager we need today looks very different from the one many hotels still have in place. The role can no longer be defined by Excel spreadsheets and static reports. The markets move too fast, the data is too complex, and the opportunities are too big to leave in the hands of manual processes.
Rising costs and uneven demand challenges are placing a significant strain on hotel investment and operations, according to a new survey conducted by the American Hotel & Lodging Association (AHLA), the leading voice representing all segments of the hotel industry. The survey, conducted in late August, featured input from nearly 400 hotel property owners and operators nationwide.
As a seasoned Revenue and Profit Optimization professional I would like to reitarate (which I have already expressed in my book Hospitality 2.0 and other publications): travel demand has always been uncertain, and history never repeats itself. Recent events just highlighted this fact for all of us (again), just like COVID did, and many events before that.
Now that the industry has come to this understanding, it's time to build a better "model of our reality" that can incorporate the uncertainty in a more optimal manner. It's time to rebuild our forecasting methods. Again, I describe this in detail in a separate chapter of my book.
"Velocity analytics" and "Anomaly detection" sound like cutting-edge tech, but these are just fancy names for basic common sense: watching your booking pace and noticing when something's off. The bigger issue is our industry's obsession with historical forecasting.
This is one of the greatest opportunities the hotel industry has ever faced. Forecasting should no longer be treated as a static spreadsheet, it's more like a live stock market dashboard, where dozens of variables are in motion and projections shift by the hour.
As a seasoned Revenue and Profit Optimization professional I would like to reitarate (which I have already expressed in my book Hospitality 2.0 and other publications): travel demand has always been uncertain, and history never repeats itself.
Hotel insurance has long been sold as a safety net for one of the world’s most unpredictable industries. But behind the polished marketing and “peace of mind” slogans lies a history riddled with fine print, exclusions, and moments where insurers protected their bottom line far more aggressively than they protected hoteliers or their guests.
Budget season in hospitality can feel like trying to land a plane in fog—numbers are everywhere, and every decision impacts your property’s future. That’s where the Budgeting Playbook comes in as a clear, actionable guide to help you build a strategy-driven budget that aligns market realities with operational goals.