There is no getting around this fact: the hotel industry is complex, day-to-day business demands attention at every turn. At the same time, prices need to be right, segments need to perform and markets need to be monitored. Most hotels that really want to develop further often don't know where to start.
It has always been clear that one of the most important pillars of revenue management is sustainable structure. Not because hotels don't have good ideas themselves. But because too many good ideas simply get lost in the hustle and bustle of everyday life.
From practice to method
The three phases according to which we work today were not created on a flipchart. They have grown - from real projects, from mistakes, from conversations with revenue managers, directors and owners.
We have accompanied many projects, analyzed for a long time where the problems are and found out: They are often the same construction sites. Regardless of whether we are working with a small vacation hotel or a hotel group with 15 hotels.
Three points almost always appeared:
- A flood of systems instead of an overview
PMS here, RMS there, another rate shopper somewhere and market share figures. All in parallel. Nothing talks to each other. So you copy, merge and hope that nothing is overlooked. That takes time. And concentration for what really matters. - No room for strategy
"We need to ..." remains a perennial issue. After all, those who struggle to manage operations alone rarely find the time to ask fundamental questions - or to think them through to the end. - The autopilot is convenient
What works is retained. What is familiar feels safe. This is understandable - but such an "autopilot" is sometimes also a real obstacle to growth.
We have gathered insights and knowledge - and from what works, we have developed a model that is our service today: three phases that build on each other - and help you to see clearly.
Revenue Strategy Deck: Technical Onboarding & Training
Getting started. This is about technology and overview. We bring together existing systems and integrate everything into our system, in which everything is finally visible: clean, clear, comprehensible.
The foundation is laid in this phase. We integrate existing PMS, RMS, rate shopper and yielding systems into the revenue strategy deck - the new control center for all relevant revenue data. This is also about getting the hotel team on board. We provide practical training, explain correlations and create confidence in handling data.
Revenue Strategy Alignment: Development of a long-term revenue strategy
In the second phase, we are working very specifically on a strategy:
- What is currently working well?
- Which segments are really profitable?
- Which sales partnerships can be optimized?
Then it's about making decisions: Which path do we want to take? What is important in the short term - and what is not? What potential is realistic?
We call this phase "alignment" because it describes the moment when everyone is looking in the same direction. This is often the moment when more calm comes into the hotel hustle and bustle. Because it is clear that there is a real plan. A clearly defined strategy: segment- and channel-based, including an action plan. It's not theoretical, it can be implemented - and is individually tailored to each hotel.
Our technology buys time - our advice creates clarity. Both are prerequisites for better decisions.
Revenue Strategy Execution: profit maximization & daily collaboration
We accompany our customers for years. Not because they can't do it themselves - but because markets change, teams change and new questions arise.
In this phase, the strategy is constantly reviewed and further developed with clear reporting, real-time data and joint reviews. We regularly look at the figures, scrutinize measures, evaluate what works and make adjustments. Strategy is never finished.
We translate market events into figures - and figures into action. That is the difference between reporting and revenue management.
What I took away from all this
Our services are the result of many aha moments. We have learned that structure relieves pressure as long as it remains flexible. That teams work better when everyone knows what is important. And that good decisions take time - but don't have to be complicated.
For us at Revard Digital, this process is not a rigid model. It is an attitude, our way of working, because it creates clarity without being too demanding.
And perhaps this is precisely what many hotels are looking for today: not an external solution, but someone who thinks along with them - and goes along with them.
If you would like to know what this process might look like for you, please take a look at our services. Or write to us. We look forward to hearing what's on your mind.
