There’s no getting around this fact: the hospitality industry is complex, and day-to-day operations demand attention at every turn. At the same time, prices need to be right, segments need to perform well, and markets need to be monitored. Most hotels that truly want to grow often don’t know where to start.
So one thing has always been clear: a sustainable structure is one of the most important pillars of revenue management. Not because hotels don’t have good ideas of their own, but because too many good ideas simply get lost in the hustle and bustle of everyday life.
From Practice to Method
The three phases we use today weren’t just sketched out on a flip chart. They evolved—from real projects, from mistakes, and from conversations with revenue managers, directors, and business owners.
We’ve worked on many projects, spent a long time analyzing where the problems lie, and found that it’s often the same issues. This holds true whether we’re working with a small vacation hotel or a hotel group with 15 properties.
Three points came up almost every time:
- A Flood of Systems Instead of Clarity
PMS here, RMS there, a rate comparison tool somewhere else, and market share figures. All running in parallel. None of them communicate with each other. So you end up copying, merging, and hoping you don’t miss anything. That takes time. And it takes away from the focus on what really matters. - No Room for Strategy
“We really ought to…” remains a recurring theme. After all, those who can barely manage day-to-day operations rarely find the time to ask fundamental questions—or to think them through to their conclusion. - Autopilot is convenient
What works, we keep. What’s familiar feels safe. That makes sense—but sometimes this “autopilot” mode can really hold us back.
We have gathered insights and knowledge—and based on what works, we have developed a model that is now our service: three phases that build on one another—and help you see things clearly.
Revenue Strategy Deck: Technical Onboarding & Training
Getting started. This section covers the technical aspects and provides an overview. We integrate existing systems and incorporate everything into our system, where everything finally becomes visible: clean, clear, and easy to understand.
This phase lays the groundwork. We integrate existing PMS, RMS, rate-shopper, and yielding systems into the Revenue Strategy Deck—the new hub for all relevant revenue data. It’s also important to get the hotel team on board. We provide hands-on training, explain how everything fits together, and build confidence in working with data.
Revenue Strategy Alignment: Developing a Long-Term Revenue Strategy
In the second phase, we will work very specifically on a strategy:
- What is working well right now?
- Which segments are truly profitable?
- Which sales partnerships can be optimized?
Then it comes down to making decisions: Which path do we want to take? What is important in the short term—and what isn’t? What are the realistic possibilities?
We call this phase “Alignment” because it describes the moment when everyone is moving in the same direction. This is often the moment when things start to calm down amid the hustle and bustle of the hotel. Because one thing is clear: there is a concrete plan. A clearly defined strategy—segment- and channel-based—that includes an action plan. It’s not just theory; it’s actionable—and tailored specifically to each individual property.
Our technology saves time—our consulting provides clarity. Both are essential for making better decisions.
Revenue Strategy Execution: Profit Maximization & Daily Collaboration
We support our clients over the years. Not because they couldn’t do it on their own—but because markets change, teams come and go, and new questions arise.
During this phase, the strategy is continuously reviewed and refined through clear reporting, real-time data, and joint reviews. We regularly review the numbers, scrutinize our actions, assess what’s working, and make adjustments. Strategy is never finished.
We translate market trends into numbers—and numbers into action. That’s the difference between reporting and revenue management.
What I took away from all of this
Our services are the result of many "aha" moments. We’ve learned that structure reduces stress as long as it remains flexible. That teams work better when everyone knows what matters. And that good decisions take time—but they don’t have to be complicated.
For us at Revard Digital, this process isn’t a rigid model. It’s an approach—our way of working—because it provides clarity without being overwhelming.
And perhaps that is exactly what many hotels are looking for today: not an outside solution, but someone who thinks along with them—and goes the extra mile.
If you'd like to know what this process might look like for you, please take a look at our services. Or feel free to contact us. We'd love to hear what you're currently working on.
