Revenue Management? It’s not only hotels, airlines or other means of transport. Let’s talk about beach facilities for instance: here what happens when we “throw the static price list” of beach umbrellas.
Here we are, with our customary monthly appointment to conduct a final analysis of the results for September for city hotels, as well as the results for seaside and mountain seasonal destinations. Plus, we will analyse the evolution of performances from lockdown until now.
It’s worth mentioning that in August hotels in Italy have surpassed 2019 levels for the first time post-Covid on all key parameters (occupancy, RevPAR, ADR). But the “threat” of a second wave is the main topic of these days: what will really happen from a tourist and health perspective?
Here we are again, at our usual appointment to analyze the final performance figures of Italy, with a glance toward developments across the world and over the coming months.
Results were certainly positive, especially in light of all the prevailing handicaps at the onset, which resulted in many hoteliers having very low expectations.
This pandemic has certainly jolted the world of tourism and hospitality, but the virus has not destroyed tourist demand and people’s desire to travel.
The recent pandemic has posed some serious challenges for the future of hospitality and tourism: how can hotel revenue management still find a role in the face of this crisis?
High prices do not always equate quality, it is time to dispel this belief. Quality does not determine price, and neither does the hotelier, but only the customer, today more than ever.
It’s all well and good to say: during high season rooms sell themselves. In reality, behind certain statements there is quite a lot of shallowness. If due precautions are not taken, one may well fall into a trap.
Those who wish to improve the performance of their facility must be mindful of the REVPAR. Market analysis should be done as a whole; however, in many cases, this is done only partially.