For as long as most hoteliers can remember, RevPAR has widely been accepted as the most critical hotel performance KPI. Taking both occupancy and average rate into consideration, RevPAR indicates how successful the hotel has been filling its perishable inventory AND the overall caliber of business that it was able to fill it with. Back then, more RevPAR simply meant more profit.

Since then, the distribution ecosystem has become very complex, with every channel having its own distinct pricing and commission structure. Distribution costs have become a crucial variable in the profitability of every pricing decision. The result is that even if the guests are all paying the same price, not all reservations are created equally.

How are hotels tracking results to capture this additional data? It's one thing to track it, but how can Revenue Managers incorporate this vital component into the strategic process? For those who are successful, does the incremental profit justify the extra work?

IDeaS - A SAS Company

This World Panel Viewpoint is sponsored by IDeaS a SAS company
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Digna Kolar
Digna Kolar
Director, Industry Consulting at IDeaS
Silvia Cantarella
Silvia Cantarella
Revenue Management Expert and founder at Revenue Acrobats
Max Starkov
Max Starkov
Adjunct Professor NYU Tisch Center for Hospitality and Hospitality & Online Travel Tech Consultant
Ira  Vouk
Ira Vouk
Hospitality Technology and Revenue Management consultant
Pablo Torres
Pablo Torres
Hotel Consultant & Trainer
Timothy Wiersma
Timothy Wiersma
Principal | Revenue Generation, LLC.
Simone Puorto
Simone Puorto
Founder | CEO | Futurist
Oleksii Kapichin
Oleksii Kapichin
Revenue Management Expert
Vassilis Syropoulos
Vassilis Syropoulos
CEO and Head of Product - JUYO ANALYTICS
Anders Johansson
Anders Johansson
CEO of Demand Calendar
IDeaS - A SAS Company

This World Panel Viewpoint is sponsored by IDeaS a SAS company
More information