Why Pricing Does Not Equal Revenue Management. Not that long ago, the majority of hotels sold rooms at predefined rate levels and largely missed an opportunity to manage rates dynamically. Today, dynamic transient pricing has taken over the hotel industry - driven largely by the transparency of rates in the internet distribution era. Why isn’t pricing enough? Why doesn’t pricing equal revenue management? Read this whitepaper from IDeaS and find out...

Hotel Human Resources: The single greatest step to improve employee retention is to ask first-line managers to achieve a retention goal and then hold them accountable for doing so. This sounds like a foreign language to CEOs and HR executives who continue to ask what more they can give employees such as more money, better healthcare, improved newsletters, or a new career development program. But our research along with the research of other companies proves this is true. Our path is to first place a dollar value on turnover in order to grab their attention to take action. By Sherri Merbach, Managing Director, C-Suite Analytics.

HFTP would like to invite you to HITEC... the world's largest hospitality technology show! June 20-23, 2016 in New Orleans, LA. HITEC offers a unique combination of top-notch hospitality technology education, led by industry peers and experts, and an unparalleled trade show showcasing the latest products and services from over 300 companies, occupying more than 130,000 square feet of exhibit space. More information can be found at http://www.hftp.org/hitec/attendees/registration/

HOTEL REVENUE MANAGEMENT: With the introduction of web-shopping data (regrets and denials), hoteliers can begin to quantify their unconstrained demand with real data on the whole universe of potential guests. Tracking web shopping data — consumers not only booking on a hotel’s website but also those abandoning before booking, adds much more visibility to the actual demand of your hotel. In this whitepaper by Duetto Research we explain how you can use regrets and denials to measure the unconstrained demand of your hotel and the price sensitivity of your potential guests.

Virtually all of the major hotel chains have active social media engagement programs designed to enhance the image or their brands and sniff out minor issues before they become major ones. Let's take a detailed look at how social engagement should differ for the various brands within a hotel chain. Specifically, we're going to examine how sentiment is not a universal measure, and that it's not only correct, but appropriate that sentiment for high end hotel chains will have a much larger variance (more really positive and really negative comments). By Jeff Catlin, Co-Founder and CEO, Lexalytics, Inc