Revenue Management & Channel Opt

In the ever-evolving hospitality industry, the question of how to effectively compensate hotel operators remains crucial. While the basic premise of paying managers for their management skills holds true, the prevalent incentive fee structures may no longer adequately align with market realities, particularly for owners.

On May 18, Otelier is once again asking hotel leaders to come together to shine a spotlight on the dedicated overnight crews that keep our establishments running seamlessly through the night. We have several ways you can recognize their hard work this year, including nominating exceptional team members for 2024 Night Auditor of the Year.

Mews Unfold 2024 takes place on 29th May at Amsterdam’s stunning Muziekgebouw. It’s a day of hospitality innovation, designed to inspire hoteliers in the pursuit of remarkable hospitality.

In a recent conversation I had with an asset manager who was underwriting a hotel in the metro Atlanta area, it was determined that for each incremental 50k of profit achieved, the hotel asset value went up approximately 600k. Imagine if your revenue team fully understood this.

Steve Jobs once said, “The mark of an innovative company is not only that it comes up with new ideas first, but also that it knows how to leapfrog when it finds itself behind.” There is, perhaps, no more relevant sentiment to apply to the hospitality industry – a sector that is continuously molded by the fire of consumer preference yet often utterly resistant to the crashing waves of technological change.

It’s a daily occurrence to see mentions of Artificial Intelligence (AI) throughout multiple industries, including the hotel space. And why not? AI systems can effortlessly perform tasks associated with the cognitive functions of humans, and rather than reducing jobs, AI applications seek to enhance employment opportunities.

Are you ready to whet your appetite for innovation and digest the latest strategies in F&B Revenue Management? Last edition, I served you up insights on pricing automation and its vital role in keeping your business lucrative and competitive. This time, let’s season our discussion with a dash of strategic foresight and a pinch of operational excellence impacting F&B Revenue Management. One of the elements of the 3rd Wave of Revenue Management ™

If your hotel uses in-house software to manage procurement, leadership may be reluctant to adopt a cloud-based solution—especially if an on-premise system has served you well for many years. This mindset is likely to put your hotel behind competitors in the near future if it hasn’t already.

Passing on skills is the essence of why I’m at EHL’s Berceau des Sens. The desire to teach and share stems from my background, the experiences I’ve gathered along the way, and my passion for gastronomy. When I decided to join EHL, I wasn’t just looking for a new professional challenge; I was looking for a place where my desire to share could fully flourish, where every day would be an opportunity to help others get to know this passion of mine.

Independent hoteliers are looking for impactful ways to train tomorrow’s workers – and fast. Hotel leaders must find ways to shorten training time and improve worker decision-making, starting with how they interface with on-property technology. The hotel property-management system typically has the most significant learning curve for new hotel workers, and it’s up to PMS developers to design systems that help new employees easily acclimate to their property’s ecosystem. In this environment, learning management systems and the freedom they provide to new learners have come into play.