Robert Cross, the de facto Godfather of Revenue Management, stated "…everything starts with a day by day, segment by segment forecast", yet many hoteliers no longer produce one as part of their strategic process. Most of today's advanced revenue management systems do not generate one, instead of leaving the user to rely on a total hotel forecast and to trust the "black box" for the details.

Should hotels be producing a detailed long-term forecast, and if so, what are the benefits of doing so? How far out should they forecast and how often should they do it? The automated systems (only 15% of hotels have one!) can be very accurate at projecting the optimized results of an existing strategy, but are they effective when contemplating a change in strategy, as an increase in group rooms, eliminating an airline crew, or even a renovation? How do hotels that don't do it satisfy other stakeholders like senior leadership and owners, who may have an interest in understanding the detail behind the hotel's forecast, especially when recent performance has not met expectations?

Diego Fernandez Perez De Ponga
Diego Fernandez Perez De Ponga
Corporate Director Revenue Management Palladium Hotel Group
Raul Moronta
Raul Moronta
CRME, CHIA, Chief Commercial Officer at Remington Hotels
Limin  Cheng
Limin Cheng
Vice President HSMAI Asia Pacific
Timothy Wiersma
Timothy Wiersma
Principal | Revenue Generation, LLC.
Scott Dahl
Scott Dahl
Program Director, Master’s Degree in Hospitality Strategy and Digital Transformation at Les Roches Global Hospitality Education
Aymeric  Erulin
Aymeric Erulin
Multi-Property Revenue Manager
Gino Engels
Gino Engels
Co-founder and Chief Commercial Officer at OTA Insight
Damiano Zennaro
Damiano Zennaro
Director, Global Advisory Services at IDeaS Revenue Solutions
Robert Resurgent
Robert Resurgent
Founder/CEO at The Revenue Company