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Practical Pricing for the Hotel Industry

In: Revenue Management

Author

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  • Warren H. Lieberman

Abstract

As illustrated in the following example, pricing decisions can exert extraordinary, but easily overlooked leverage on a hotel’s profitability. Consider a hotel with 300 rooms; we’ll call it Veritec Lodge. Veritec Lodge generally has an annual occupancy percentage of 65 percent. As shown in Table 13.1, small increases in occupancy percentage have a relatively modest effect on the hotel’s annual revenue; increasing the occupancy percentage from 65 percent to 66 percent, an increase of almost 1100 room nights, results in a revenue gain of about 1.5 percent.

Suggested Citation

  • Warren H. Lieberman, 2011. "Practical Pricing for the Hotel Industry," Palgrave Macmillan Books, in: Ian Yeoman & Una McMahon-Beattie (ed.), Revenue Management, chapter 13, pages 180-191, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-0-230-29477-6_14
    DOI: 10.1057/9780230294776_14
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    Cited by:

    1. Claudia Olimpia MOISÄ‚ & Lucian STANCIU-GORUN, 2019. "The Opportunity For The Introduction Of Prediction Models In Hotel Management Case Study Hotel Deva ***, Deva, Romania," Annales Universitatis Apulensis Series Oeconomica, Faculty of Sciences, "1 Decembrie 1918" University, Alba Iulia, vol. 1(21), pages 1-10.

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