Market data, demand forecasts and a clear pricing strategy are the foundation for informed decisions in pricing, distribution and revenue management. But what happens afterwards is what really matters: A €120 booking through an OTA and a €110 direct booking may look similar from a revenue perspective. After commissions, payment fees and acquisition costs, they are two completely different businesses.
We make this difference visible and manageable. And we don’t work as external consultants from a distance. We work together with the people who have to make these decisions every day.
We Analyze, Structure and Optimize
Market data, demand forecasts and a clear pricing strategy are the foundation for informed decisions in pricing, distribution and revenue management. But what happens afterwards is what really matters: A €120 booking through an OTA and a €110 direct booking may look similar from a revenue perspective. After commissions, payment fees and acquisition costs, they are two completely different businesses.
We make this difference visible and manageable. And we don’t work as external consultants from a distance. We work together with the people who have to make these decisions every day.
Hotels Without Dynamic Pricing
Fixed rates throughout the year leave revenue on the table during peak periods and sacrifice occupancy during weaker periods. We develop a pricing logic that responds to demand — without requiring someone to improvise every day.
Evolved Segmentation Without Meaningful Insights
When no one can explain reports by segment and channel anymore, there is no reliable basis for decision-making. We clean up rate codes, segments and channel structures until the numbers mean something again.
Systems Without Routine
An RMS does not replace strategy or a team. We define who makes which decision, when, and establish routines that remain effective in day-to-day operations.
Market data, demand forecasts and a clear pricing strategy are the foundation for informed decisions in pricing, distribution and revenue management. But what happens afterwards is what really matters: A €120 booking through an OTA and a €110 direct booking may look similar from a revenue perspective. After commissions, payment fees and acquisition costs, they are two completely different businesses.
We make this difference visible and manageable. And we don’t work as external consultants from a distance. We work together with the people who have to make these decisions every day.
We Analyze,
Structure and
Optimize
Market data, demand forecasts and a clear pricing strategy are the foundation for informed decisions in pricing, distribution and revenue management. But what happens afterwards is what really matters: A €120 booking through an OTA and a €110 direct booking may look similar from a revenue perspective. After commissions, payment fees and acquisition costs, they are two completely different businesses.
We make this difference visible and manageable. And we don’t work as external consultants from a distance. We work together with the people who have to make these decisions every day.
Hotels Without Dynamic Pricing
Fixed rates throughout the year leave revenue on the table during peak periods and sacrifice occupancy during weaker periods. We develop a pricing logic that responds to demand — without requiring someone to improvise every day.
Evolved Segmentation Without Meaningful Insights
When no one can explain reports by segment and channel anymore, there is no reliable basis for decision-making. We clean up rate codes, segments and channel structures until the numbers mean something again.
Systems Without Routine
An RMS does not replace strategy or a team. We define who makes which decision, when, and establish routines that remain effective in day-to-day operations.
How We Work
Three phases that build on one another. Depending on your starting point, you can begin with the first step or move directly into implementation.
Phase 01
Analysis
Market data and competitive landscape​
Demand patterns and booking behavior
Segment and channel structure
Net revenue after distribution costs
Phase 02
Structuring
Rate architecture and restrictions
Rebuilt segmentation
System landscape and interfaces
Roles and decision-making processes
Phase 03
Profit Optimization
Forecasting and price management
Channel mix and contribution margin
Reporting and established routines
​Team development
Phase 02
Structuring
Rate architecture and restrictions
Rebuilt segmentation
System landscape and interfaces
Roles and decision-making processes
Phase 03
Profit Optimization
Forecasting and price management
Channel mix and contribution margin
Reporting and established routines
​Team development
How We Work
Three phases that build on one another. Depending on your starting point, you can begin with the first step or move directly into implementation.
Phase 01
Analysis
Market data and competitive landscape​
Demand patterns and booking behavior
Segment and channel structure
Net revenue after distribution costs
Strategy and Tactics
Revenue Management consists of two levels that are often mixed up. One determines what kind of business you want in the first place. The other decides what should happen today with the price for next Tuesday.
Strategy
12-month horizon – Management and
Revenue Management
Strategy answers questions you don’t need to ask every week. It provides the framework against which every pricing decision can be measured.
-
Which guests we want to attract, which we consciously do not choose to pursue?
-
At what price level do we want to be perceived in the market?
-
Which channels do we serve, at what cost and with what share?
-
​What rate structure reflects this, and which restrictions protect it?
Tactics
Days-to-weeks horizon – Reservations and Revenue Management
Tactics translate strategy into daily decisions. They are fast, granular and only effective when the strategic framework is in place.
-
What price applies on October 14, and when should it be increased?
-
Do we release the last rooms or hold them for short-term demand?
-
Should we set a minimum length of stay for a trade fair weekend?
-
​Do we respond to a competitor’s price move — or deliberately not?
Tactics without strategy are activism. Strategy without tactics remains on paper. In practice, we most often see the first: prices are discussed every day, while positioning is rarely discussed at all.
This is exactly where we come in. We develop the strategic level with you, translate it into rules that are embedded in your systems, and turn it into a tactical routine that works without constant consultation.
A Revenue Management System can provide significant support — but it does not make the strategic decisions for you.
Strategy
12-month horizon – Management and Revenue Management
Strategy answers questions you don’t need to ask every week. It provides the framework against which every pricing decision can be measured.
-
Which guests we want to attract, which we consciously do not choose to pursue?
-
At what price level do we want to be perceived in the market?
-
Which channels do we serve, at what cost and with what share?
-
​What rate structure reflects this, and which restrictions protect it?
Tactics
Days-to-weeks horizon – Reservations and Revenue Management
Tactics translate strategy into daily decisions. They are fast, granular and only effective when the strategic framework is in place.
-
What price applies on October 14, and when should it be increased?
-
Do we release the last rooms or hold them for short-term demand?
-
Should we set a minimum length of stay for a trade fair weekend?
-
​Do we respond to a competitor’s price move — or deliberately not?
Tactics without strategy are activism. Strategy without tactics remains on paper. In practice, we most often see the first: prices are discussed every day, while positioning is rarely discussed at all.
This is exactly where we come in. We develop the strategic level with you, translate it into rules that are embedded in your systems, and turn it into a tactical routine that works without constant consultation.
A Revenue Management System can provide significant support — but it does not make the strategic decisions for you.
Strategy and Tactics
Revenue Management consists of two levels that are often mixed up. One determines what kind of business you want in the first place. The other decides what should happen today with the price for next Tuesday.
What Stays in Your Pocket?
Most calculators show revenue potential. This one shows GOP (Gross Operating Profit) — your hotel’s gross operating profit before lease payments, depreciation and interest. Enter your key figures on the left.
What We Measure Success By
GOP
Gross operating profit before lease payments, depreciation and interest
Variable Cost per Occupied Room
Gross operating profit before lease payments, depreciation and interest
Distribution Cost Ratio
Share of distribution costs in room revenue
Contribution Margin per Segment
Which business actually pays off
RevPAR alone says little about whether a hotel actually makes money. That’s why we work with KPIs that bring revenue and costs together.
What We Measure Success By
RevPAR alone says little about whether a hotel actually makes money. That’s why we work with KPIs that bring revenue and costs together.
GOP
Gross operating profit before lease payments, depreciation and interest
Variable Cost per Occupied Room
Gross operating profit before lease payments, depreciation and interest
Distribution Cost Ratio
Share of distribution costs in room revenue
Contribution Margin per Segment
Which business actually pays off
Three Ways to Work Together
Assessment
Four to six weeks
Analysis of segment and channel structure
Net revenue after distribution costs
Price positioning compared with competitors​
Assessment of the system landscape
Report with prioritized actions
Restructuring
Three to six months
Rate architecture and restrictions
Segmentation and rate codes in the system
Channel mix based on contribution margin
Forecasting and reporting setup
Training and onboarding of your team
Most Popular
Ongoing Support
Six to twelve months
Regular sparring sessions
Ongoing Demand and Yield Control
Strategic adjustments throughout the year
Access to our reporting
Optional Duetto as a white-label solution
You’re not choosing a service level. You’re choosing the approach that fits your current situation.
Three Ways to Work Together
You’re not choosing a service level. You’re choosing the approach that fits your current situation.
Am häufigsten gewählt
“THC doesn’t think in terms of standard solutions. They think in terms of our product.”
Jens Kindschuh,
CEO Smartments