Free guide: Strategien zur
Preisgestaltung im Hotel
Unlock the secrets to maximizing revenue for your hotel with our comprehensive guide on hotel pricing strategies. Whether you’re a seasoned hotelier or just stepping into the hospitality industry, understanding the intricacies of pricing can significantly impact your bottom line. Our free guide is designed to equip you with actionable insights and proven strategies to optimize your pricing structure, attract more guests, and boost profitability.
oder
Hotel Preisgestaltung
Strategien
unten anfangen zu lesen
Inhalt
Section One
Den Sweet Spot bei den Hotelzimmerpreisen finden
Section Two
Setting Pricing Objectives
Section Three
Factors to Consider When Pricing Rooms
Section Four
Pricing Tips & Strategies
Section Five
How Do You Know If You’re Priced Right
Section Six
Automated Pricing: Taking the Guesswork Out of Rate Decisions?
Section Seven
Realisieren Sie Ihr Umsatzpotenzial
Section Eight
Now Is the Time to Embrace Automated Pricing
Abschnitt eins:
Find the Sweet Spot in Hotel Room Pricing
There’s a saying: “You know you’re priced right when your customers complain – but buy anyway.” While giving guests reasons to complain is not an ideal way to run a hospitality business, there is some truth to this sentiment.
Hoteliers neigen im Allgemeinen dazu, die Zimmerpreise niedriger anzusetzen als nötig, da sie befürchten, potenzielle Buchungen zu verlieren oder schlechte Bewertungen zu erhalten.
Research shows that when shoppers perceive a price as unfair, it activates the part of the brain that registers pain, which can reduce the likelihood of purchase and lead to complaints and bad reviews. On the other hand, when shoppers perceive a price as fair, it activates the part of the brain linked with pleasure. [1]
So, you want your pricing to be perceived as fair, but travelers aren’t as rate sensitive as you might think. Over the past two years, even though hotel room rates have increased substantially, guest ratings have actually improved. [2]
Travelers understand that hotel rates can fluctuate, and they expect to pay higher prices during busier times. For hotels, the goal is to find the optimal balance between average rate and occupancy that maximizes revenue – while also keeping guests happy.
Das ist der springende Punkt in der Preisstrategie von Hotels.
Zweiter Abschnitt:
Setting Revenue Objectives
Whether you operate a boutique hotel, inn, hostel, vacation rentals, serviced apartments, or another type of independent lodging business, smart pricing starts with setting clear objectives. What do you wish to achieve through your pricing strategies?
Here we discuss four primary revenue objectives, along with the key performance metrics (KPIs) used to track and measure success.
1. Auslastung erhöhen
Eine gute Auslastung ist wichtig, denn Buchungen bringen Einnahmen und helfen, die Kosten zu decken. Es ist auch wichtig, weil der Bestand an Hotelzimmern verderblich ist. Mit jeder Nacht, in der ein Zimmer leer steht, geht die Gelegenheit verloren, es in dieser Nacht zu verkaufen.
Sometimes increasing occupancy is a top priority. For example, a new hotel might offer special introductory rates to entice travelers to try the property for the first time. This will generate awareness and online reviews, helping to put the hotel on the map.
Belegungsformel
Die prozentuale Auslastung eines Hotels an einem bestimmten Tag oder über einen Zeitraum wie einen Monat oder ein Jahr wird berechnet, indem die Anzahl der belegten Zimmer durch die Anzahl der verfügbaren Zimmer geteilt und dann mit 100 multipliziert wird.
Occupancy % = Number of Occupied Rooms/Number of Available Rooms X 100
2. Durchschnittliche Rate erhöhen
Hotels often place too much emphasis on filling rooms and not enough on building average rate. As a result, they charge lower rates than they need to and capture less revenue. On the other hand, if hotels set prices too high, they risk losing potential bookings to competitors.
Industry experts agree that when a hotel realises revenue growth through rate, 95% flows to the bottom line, and if the growth comes through occupancy, approximately 50% flows to the bottom line. [1]
Es ist ein heikles Gleichgewicht. Wenn die Nachfrage nach Zimmern hoch ist, hat ein Hotel mehr Preissetzungsmacht. Wenn die Nachfrage gering ist, muss es möglicherweise die Preise senken, um die Auslastungsziele zu erreichen.
ADR-Formel
Der durchschnittliche Tagessatz (ADR) eines Hotels für ein bestimmtes Datum oder eine Reihe von Daten wird berechnet, indem die Gesamteinnahmen durch die Anzahl der verkauften Zimmer geteilt werden.
Average Daily Rate = Room Revenue/Number of Rooms Sold
3. Einnahmen erhöhen
A key objective of revenue management is to find the balance between occupancy and rate that generates the most revenue. But it’s not just about room revenue. If a property has a restaurant, bar, function space, spa, or other revenue outlets, maximizing total revenue might be more important.
Ein Hotel mit Veranstaltungsräumen kann zum Beispiel ermäßigte Zimmerpreise anbieten, um Tagungen und Veranstaltungen anzuziehen, die mehr Geld für das Hotel ausgeben als unabhängige Reisende.
RevPAR & TRevPAR Formulas
Ein wichtiger Maßstab für die Ertragsleistung ist der Umsatz pro verfügbarem Zimmer (RevPAR). Er wird für ein bestimmtes Datum oder eine Reihe von Daten berechnet, indem der Zimmerumsatz durch die Anzahl der verfügbaren Zimmer geteilt wird. TRevPAR ist ein Maß für den Gesamtertrag pro verfügbarem Zimmer.
RevPAR = Room Revenue/Number of Available Rooms
TRevPAR = Total Revenue/Number of Available Rooms
4. Rentabilität steigern
Das oberste Ziel jeder Immobilie ist es, die Rentabilität zu maximieren. Um dies zu erreichen, müssen Hoteliers Wege finden, um maximale Einnahmen zu erzielen und gleichzeitig die Kosten zu kontrollieren.
Part of that means recognizing that some types of business bring in more revenue than others, some have higher costs of acquisition and servicing, and room revenue is generally more profitable than other types of revenue (though not always).
Wenn zum Beispiel zwei Gäste den gleichen Preis für den gleichen Zimmertyp zahlen, aber ein Gast über Expedia und der andere über die Website des Hotels bucht, ist der letztere Gast in der Regel profitabler, da das Hotel keine Provision auf den Zimmerpreis zahlt.
Formel für die Gewinnspanne
Die Gewinnmarge eines Hotels wird für ein bestimmtes Datum oder eine Reihe von Daten berechnet, indem man die Gesamteinnahmen nimmt, die Betriebskosten abzieht, den Betrag durch die Gesamteinnahmen teilt und dann mit 100 multipliziert.
Profit Margin = (Total Revenue – Operating Costs)/Total Revenue x 100
Annual Planning: Combining the Four Objectives
When preparing the annual budget, hoteliers use the above KPIs to set objectives for the coming year, breaking them down by month and day. Then they plan the strategies required to achieve the objectives, adjusting them as needed throughout the year.
1
Source: Evolving Dynamics: From Revenue Management to Revenue Strategy by D. Skodol and T. Wiersma
Dritter Abschnitt:
Factors to Consider When Pricing Rooms
When deciding how to price rooms, hoteliers must consider the many factors that influence demand for rooms and how much travelers are willing to pay. Here we summarize the key factors.
Ihr Betrieb
When pricing rooms, it’s vital to take a realistic look at your property and its positioning. What are its strengths and weaknesses relative to similar properties in the area? The type of hotel you operate, the class or segment, star rating, location, and quality of service, rooms, and facilities – all of these characteristics play a role in determining who wants to stay at your hotel and how much they will pay for rooms.
Zeit des Jahres
Most destinations are seasonal. During high season, demand is typically strong, and hotels can charge more for rooms. During low season, demand tends to be softer, and hotels generally offer lower rates to attract business. During the shoulder seasons in between, demand tends to fluctuate up and down. Throughout the year, demand may also be affected by holidays and special events.
Tag der Woche
Die Nachfrage kann auch je nach Wochentag schwanken. Freizeithotels sind beispielsweise freitags und samstags am stärksten ausgelastet, da sie dann höhere Preise verlangen können, während es unter der Woche ruhiger zugeht. Bei Geschäftshotels ist es oft genau umgekehrt.
Interne Nachfrage
Internal demand is the number of guests who want to stay at a hotel on a given date. It can be measured in three key ways:
Räume auf den Büchern (OTB)
How many rooms are sold vs. how many are still available to sell.
Booking pace
Die Anzahl der eingehenden Buchungen, abzüglich der Stornierungen und Terminänderungen.
Pickup
Die Anzahl der neuen Buchungen in einem bestimmten Zeitraum, z.B. in der letzten Woche, abzüglich der Stornierungen und Terminänderungen.
Hotels vergleichen die interne Nachfrage oft mit früheren Terminen, z.B. dem gleichen Zeitpunkt im letzten Jahr. Wenn die Nachfrage stärker ist, kann dies ein Hinweis darauf sein, dass das Hotel die Preise erhöhen kann. Wenn die Nachfrage schwächer ist, muss das Hotel möglicherweise die Preise senken, um seine Auslastungsziele zu erreichen.
Nachfrage am Markt
Die Marktnachfrage ist die Anzahl der Gäste, die zu einem bestimmten Zeitpunkt in einer Region gemeinsam in einem Hotel übernachten möchten. Wie bei der internen Nachfrage kann sie je nach Saison und Wochentag sowie während Feiertagen und besonderen Veranstaltungen schwanken.
Die Marktnachfrage wird auch durch die wirtschaftliche Lage, Reisetrends, die Verfügbarkeit von Flügen und anderen Transportmitteln in die Region sowie das Angebot an verfügbaren Zimmern beeinflusst. Wenn das Zimmerangebot gering und die Nachfrage hoch ist, steigt die Preissetzungsmacht der Hotels. Wenn das Angebot hoch und die Nachfrage niedrig ist, nimmt die Preissetzungsmacht der Hotels ab.
Preis-Empfindlichkeit
Hotel rates are also affected by the price sensitivity of travelers. Price sensitivity, or elasticity, may vary depending on a variety of factors, including the nature of travel, time of year, and how much travelers desire to stay at a particular hotel.
Wenn die Preissensibilität hoch ist, wird sich eine Preisänderung erheblich auf die Nachfrage auswirken. Wenn die Preissensibilität gering ist, wird eine Preisänderung nur geringe Auswirkungen auf die Nachfrage haben. Um die Preissensibilität zu verstehen, beobachten Sie, wie sich Änderungen Ihrer Preise auf die interne Nachfrage auswirken.
Preise für Mitbewerber
Die Preise, mit denen die Konkurrenten eines Hotels werben, sind ein weiterer wichtiger Hinweis auf die Preise, die Reisende zu zahlen bereit sind. Reisende vergleichen bei der Zimmersuche häufig die Preise verschiedener Unterkünfte. Wenn die Preise eines Hotels viel höher sind als die vergleichbarer Hotels in der Umgebung, wird es Buchungsmöglichkeiten verlieren. Wenn die Preise des Hotels viel niedriger sind, wird es die Zimmer mit Buchungen mit niedriger Bewertung füllen, während andere Hotels Buchungen mit höherer Bewertung erhalten werden.
Online Reputation
Travelers also consult guest reviews and ratings on platforms like Google, Tripadvisor, and OTAs when deciding where to stay. Tripadvisor research has found that 79 percent of the site’s users are more likely to book a hotel with a higher bubble rating when choosing between comparable properties. [1]
Moreover, travelers are 72 percent more likely to pay more for a hotel with higher guest ratings, according to Expedia. [2]
Vierter Abschnitt:
Pricing Strategies & Tips
Different travelers will pay different prices for the same room under different circumstances. Rather than offer the same price to everyone, hotels should strive to charge the right price to the right guest at the right time. Here we share key pricing strategies.
Dynamische Preisgestaltung
Eine große Herausforderung bei der Preisgestaltung von Hotels besteht darin, dass sich die Faktoren, die die Nachfrage beeinflussen, häufig ändern können - bis zu mehrmals am Tag. In der Vergangenheit waren die Hotelpreise relativ statisch. Die Zimmerpreise wurden jährlich festgelegt und im Laufe des Jahres nur selten geändert. Heute praktizieren die meisten Hotels eine Form der dynamischen Preisgestaltung, d.h. sie passen die Preise häufig an, um auf Veränderungen der internen Nachfrage, der Marktnachfrage und der Preise der Wettbewerber zu reagieren.
Konkurrenzfähige Preisgestaltung
Viele Hotels setzen ihre Zimmerpreise in Relation zu denen ihrer Konkurrenten. Sie legen einen bestimmten Betrag oder eine prozentuale Differenz fest, die sie über oder unter einem Konkurrenten halten möchten. Wenn sich die Preise der Mitbewerber ändern, passt das Hotel seine eigenen Preise an, um die Differenz beizubehalten.
While it’s important to price competitively, to blindly follow competitors is not an ideal strategy. Your competitors may not be following smart strategies, and their pricing objectives and internal demand may differ from yours. You therefore risk mispricing your rooms and missing out on booking opportunities.
Behalten Sie die Preisgestaltung der Konkurrenz im Auge, aber verfolgen Sie Ihre eigenen Strategien auf der Grundlage Ihrer Ziele, property Stärken und der internen Nachfrage. Wenn Ihr Hotel zum Beispiel fast ausverkauft ist und Ihr Konkurrent die Preise senkt, können Sie sich entscheiden, das Gegenteil zu tun.
Preise nach Zimmerkategorie
Die meisten Hotels bieten mehrere Zimmerkategorien zu unterschiedlichen Preisen an, so dass die Gäste eine Vielzahl von Möglichkeiten haben. Einige Gäste möchten vielleicht das billigste Zimmer, andere sind vielleicht bereit, mehr für ein größeres Zimmer oder eine bessere Aussicht zu bezahlen, und der eine oder andere Gast möchte das beste Zimmer des Hauses.
Tipps zur Preisgestaltung
• If your inventory allows, create several room categories – but not too many, or you may confuse guests and create operational challenges.
• In addition to charging premiums for extra space and better views, charge for other popular features like a preferred bed configuration, fireplace, sitting area, balcony, large workspace, or kitchen.
• When demand is low or price sensitivity is high, oversell entry-level rooms to capture more bookings and then upgrade guests to balance out the inventory.
• When demand is high or price sensitivity is low, close out entry-level rooms once they are sold out to boost sales of premium rooms.
• If your entry-level room often sells out but premium rooms sit empty or are upgraded, try reducing pricing differentials between categories.
• When inventory allows, offer guests the opportunity to upgrade their room at a special reduced rate prior to arrival or upon check-in.
• When pricing rooms relative to competitors, be sure to compare similar categories.
Preisgestaltung nach Buchungsmuster
Preis- und Aufenthaltsbeschränkungen können ein wirksames Mittel sein, um erwünschtes Buchungsverhalten zu fördern und unerwünschtes Buchungsverhalten zu unterbinden.
Die Buchungsmuster umfassen:
• Stay patterns – The days of week guests arrive, stay, and depart.
• Booking windows or lead time – How far in advance guests book.
• Length of stay (LOS) – How many nights guests stay.
• Changes – How often guests change dates or cancel rooms.
Tipps zur Preisgestaltung
• Offer discounts for non-refundable rates year-round to bring in guaranteed revenue and cut down on cancellations.
• Offer early-bird discounts to encourage advanced bookings on low-demand dates.
• Offer last-minute discounts to fill empty rooms – but not too often because guests may learn to wait until the last minute to book.
• Target long-stay guests with promotions such as “Stay four nights, pay for three.” Offer deeper discounts for extended stays such as seven days or 30 days.
• On busy nights, implement a minimum length of stay or closed to arrival restriction to boost occupancy on shoulder nights.
• Monitor changes in booking behavior, adjusting pricing and stay controls as needed to capture more revenue.
Rabatte und Sonderangebote
Werbeaktionen können eine gute Möglichkeit sein, die Buchungen in Zeiten geringer Nachfrage anzukurbeln. Wenn Ihr property jedoch ständig im Angebot ist, gewöhnen sich die Gäste daran, niedrige Preise zu erwarten, und es wird schwieriger, höhere Preise zu verlangen, wenn es wieder aufwärts geht. Dies kann auch zu Preiskämpfen mit der Konkurrenz führen. Bieten Sie daher am besten nur dann Rabatte an, wenn Sie sie brauchen.
Tipps zur Preisgestaltung
• According to Expedia, the most appealing deals for travelers are complimentary add-ons and discounts for booking in advance, last-minute, a package, or a longer stay. [1]
• Rather than give set discounts, offer a percentage off the base rate so that rates can flex up or down depending how busy you are.
• Don’t feel the need to discount all room categories; only discount the room types that need a boost.
• Offer value-adds instead of discounts to protect average rate. According to a survey from STR, traveler booking decisions are most influenced by free Wi-fi and free breakfast. [2]
• Bundle services to encourage guests to spend more on property, such as a bed & breakfast package, dinner package, romance package, or spa package.
• Recognize loyalty and entice guests to stay more frequently with special discounts or perks such as a free upgrade, welcome amenity, early check-in, or late checkout.
• Display special offers as slashed-through pricing to show travelers how much they are saving.
• Be transparent. Don’t surprise guests with hidden fees.
• Keep in mind that lowering rates isn’t a fail-safe way to stimulate demand. If price sensitivity is low, you may be better off holding rates.
• Monitor pickup carefully and close promotions as soon as they are no longer needed.
Pricing by Market Segment
To be more targeted in pricing, hotels divide guests into market segments based on shared characteristics. The main market segments are leisure, business, and group. Larger hotels may divide these segments further.
Tipps zur Preisgestaltung
• Determine which segments are the most valuable to your property, and at which time of year, and prioritize efforts on attracting them.
• Target leisure travelers through promotions on online travel agencies (OTAs) and direct channels.
• Offer special rates to attract subsegments of travelers such as seniors, local residents, and members of clubs and associations.
• Target business travelers by approaching local companies with offers of special rates and perks in return for a minimal annual room night commitment.
• Rather than offer set corporate rates, offer dynamic rates that can flex up and down depending on how busy you are.
• Research companies, travel agencies, and planners that book meetings and events in your region and contact them to offer group rates.
• Partner with your local destination marketing organization (DMO) and visitors bureau to participate in promotions and bids for citywide conferences and events.
• Target blended or “bleisure” travelers who combine business and leisure on the same trip and often stay longer.
Pricing by Distribution Channel
Another pricing strategy is to offer different rates and booking conditions on different distribution channels. For smaller hotels, the main booking channels are:
• Direct (hotel website, phone, email, walkins)
• OTAs
• Wholesalers
• GDS (Global Distribution System)
Tipps zur Preisgestaltung
• Strive for a balance of bookings across distribution channels, prioritizing the channels that are the most valuable and profitable to your property.
• If contractually required, strive to maintain rate parity with OTAs, while ensuring that they never undercut your direct rates.
• If rate parity is not required (regulations may vary by region), offer the best deals on your direct channels and advertise a “best rate guarantee” on your website.
• Participate in OTA promotions to boost bookings on low-demand dates. But don’t overdo it – commissions can erode your average rate and drive up distribution costs.
• Contact wholesalers and bed banks that book rooms in your region to offer net rates.
• If you’re not already listed on the GDS, consider doing so to gain access to travel agents and corporate travel managers around the world.
• When demand is high, close out OTAs, wholesalers, and other low-rate, high-cost distribution channels.
Fünfter Abschnitt:
How Do You Know If You're Priced Right?
With so many factors and strategies to consider, it’s not always easy to know if you’re making the right pricing decisions. To understand if your rates are too high, too low, or just right, look for these signs.
Zu niedrig angesetzt
• Your booking pace is above normal.
• You’re selling out more quickly than competitors.
• Guests are raving about what a good deal your hotel is.
• Recent review ratings are higher than normal.
Zu hoch gegriffen
• Your booking pace is below normal.
• Your competitors are selling out before you.
• Guests are complaining about prices or value.
• Recent review ratings are lower than normal.
Boosting Value Perception
Pay attention to the signals, but try not to overreact. If guests occasionally complain about pricing but your booking pace remains strong, it’s not enough reason to change your entire pricing strategy. Look for ongoing patterns.
And remember, do not only look at price as an isolated number but as a value proposition, focusing on what makes you unique to your target audience to reduce exposure to price-sensitivity buyers.
There are ways to boost value perception for your guests without lowering rates.
• Provide consistently high standards of service and quality commensurate with pricing.
• Set realistic expectations of the guest experience and strive to exceed them.
• Provide value-added amenities and services such as an upgrade, welcome gift, or free breakfast, Wi-Fi, or parking.
Sechster Abschnitt:
Automated Pricing: Taking the Guesswork Out of Rate Decisions
With so many moving parts, managing pricing effectively is virtually impossible to do alone. Fortunately, there’s a solution designed especially for independent hoteliers with limited time.
Automated pricing software takes the guesswork and emotion out of pricing decisions, freeing up busy hoteliers to focus on other tasks. Here are just a few of the benefits.
Einfach zu bedienen
Unlike revenue management systems, the software is quick to learn and simple to operate, requiring only a few hours of time each week.
Optimized pricing
Die Lösung sammelt Nachfragedaten vom Markt, Preise von Mitbewerbern und interne Nachfragedaten und lässt diese in ihre leistungsstarken Algorithmen einfließen, um den optimalen Preis für jeden Gast zu ermitteln.
Automated pricing decisions
Pricing is customized by room category, lead time, and length of stay, capturing maximum value from every booking.
24/7 dynamic pricing
Pricing is automatically updated in the PMS several times a day, every day including weekends, for up to 18 months in advance.
Flexibility
Choose between full automation and recommendation mode, which allows the user to review rates and make adjustments before uploading them to the PMS.
Control
The hotel retains full control over pricing objectives and strategies, minimum and maximum rates, fixed pricing, and the preferred level of aggressiveness.
More revenue
With automated pricing, hotels have the data and tools they need to exceed revenue objectives, earning 22 percent more revenue on average year over year. [1]
1
RoomPriceGenie – Case Study – Exactly How Much Extra Revenue Does a Revenue Management System Make? May 2022.
Section Seven:
Realisieren Sie Ihr Umsatzpotenzial
A hotel is a big investment. With smart pricing strategies, operators can have more confidence they aren’t underpricing rooms and leaving money on the table or overpricing rooms and losing bookings. They are optimizing performance every day.
Today, automation is transforming hotel operations. Hotels have a PMS to automate check-in, accounting software to automate bookkeeping, and a channel manager to automate distribution. Yet many hoteliers still manage pricing manually, leaving the property vulnerable to wasted time, pricing errors, and missed opportunities.
Why struggle to manage pricing when software can do it better and faster? Let a pricing solution handle the day-to-day tasks so you can focus on what you do best: taking care of guests, supporting your team, and running a successful property.
Section Eight:
Now Is the Time to Embrace Automated Pricing
Automation is changing the accommodation business. It’s helping hoteliers make smarter decisions and freeing them up to take better care of guests and support their team. This is especially crucial for small properties with limited resources.
Today, hotels that use automated pricing software are at a distinct advantage over hotels that don’t. They have more time, less stress, and more revenue. However, adoption of these tools is happening so fast it won’t be long before they become mainstream, and properties without pricing software will be at a serious disadvantage. Now is the time to put automated pricing into place. Not only will you make more revenue while you sleep, you will sleep more peacefully.
