Free guide: Stratégies de tarification des hôtels
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.
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Hotel Pricing
Strategies
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Contenu
Section One
Trouver le juste milieu dans le prix des chambres d'hôtel
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
Réalisez votre potentiel de revenus
Section Eight
Le moment est venu d'adopter la tarification automatisée
Section One:
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.
Les hôteliers ont généralement tendance à fixer le prix des chambres à un niveau inférieur à ce qu'il devrait être, de peur de perdre des réservations potentielles ou de recevoir de mauvaises critiques.
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.
C'est le point idéal pour la stratégie de tarification des hôtels.
Section Two:
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. Augmenter le taux d'occupation
Le taux d'occupation des bâtiments est important car les réservations génèrent des revenus et aident à couvrir les coûts. Il est également important parce que le stock de chambres d'hôtel est périssable. Chaque nuit où une chambre reste vide, l'opportunité de la vendre ce soir-là est perdue.
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.
Formule d'occupation
Le pourcentage d'occupation d'un hôtel à une date donnée ou sur une période telle qu'un mois ou une année est calculé en divisant le nombre de chambres occupées par le nombre de chambres disponibles, puis en multipliant le résultat par 100.
Occupancy % = Number of Occupied Rooms/Number of Available Rooms X 100
2. Augmenter le taux moyen
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]
Il s'agit d'un équilibre délicat. Lorsque la demande de chambres est élevée, l'hôtel dispose d'une plus grande marge de manœuvre en matière de tarification. Lorsque la demande est faible, il peut être amené à baisser ses tarifs pour atteindre ses objectifs d'occupation.
Formule ADR
Le tarif journalier moyen (TJM) d'un hôtel à une date donnée ou à un ensemble de dates est calculé en divisant le revenu total des chambres par le nombre de chambres vendues.
Average Daily Rate = Room Revenue/Number of Rooms Sold
3. Augmenter les recettes
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.
Par exemple, un hôtel disposant d'un espace de réception peut offrir des tarifs réduits pour attirer des réunions et des événements qui dépenseront plus d'argent en property que les voyageurs indépendants.
RevPAR & TRevPAR Formulas
Le revenu par chambre disponible (RevPAR) est l'une des principales mesures de la performance des revenus. Il est calculé pour une date ou un ensemble de dates données en divisant les recettes par le nombre de chambres disponibles. TRevPAR est une mesure du revenu total par chambre disponible.
RevPAR = Room Revenue/Number of Available Rooms
TRevPAR = Total Revenue/Number of Available Rooms
4. Augmenter la rentabilité
L'objectif ultime de tout property est de maximiser la rentabilité. Pour ce faire, les hôteliers doivent trouver des moyens de générer un maximum de revenus tout en contrôlant les coûts.
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).
Par exemple, si deux clients paient le même prix pour le même type de chambre, mais que l'un d'eux réserve sur Expedia et l'autre sur le site web de l'hôtel, ce dernier sera généralement plus rentable car l'hôtel ne paie pas de commission sur le prix de la chambre.
Formule de calcul de la marge bénéficiaire
La marge bénéficiaire d'un hôtel est calculée pour une date ou un ensemble de dates données en prenant le total des recettes et en déduisant les coûts d'exploitation, en divisant le montant obtenu par le total des recettes, puis en le multipliant par 100.
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
Section Three:
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.
Votre propriété
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.
Période de l'année
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.
Jour de la semaine
La demande peut également fluctuer en fonction du jour de la semaine. Par exemple, les hôtels de loisirs ont tendance à être plus fréquentés les vendredis et samedis, lorsqu'ils peuvent pratiquer des tarifs plus élevés, et plus calmes pendant la semaine. Pour les hôtels d'affaires, c'est souvent l'inverse.
Demande interne
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:
Chambres dans les livres (OTB)
How many rooms are sold vs. how many are still available to sell.
Booking pace
Le taux d'arrivée des réservations, moins les annulations et les changements de date.
Pickup
Le nombre de nouvelles réservations sur une période récente, par exemple la semaine dernière, moins les annulations et les changements de date.
Les hôtels comparent souvent la demande interne avec des dates antérieures, comme l'année dernière à la même époque. Si la demande est plus forte, cela peut indiquer que l'hôtel peut augmenter ses tarifs. Si la demande est plus faible, l'hôtel peut être amené à baisser ses tarifs pour atteindre ses objectifs d'occupation.
Demande du marché
La demande du marché est le nombre de clients qui souhaitent séjourner dans des hôtels collectivement dans une région à une date donnée. Comme pour la demande interne, elle peut fluctuer en fonction de la saison, du jour de la semaine, des vacances et des événements spéciaux.
La demande du marché est également influencée par les conditions économiques, les tendances de voyage, la disponibilité des vols et autres moyens de transport dans la région, et l'offre de chambres disponibles. Si l'offre de chambres est faible et la demande élevée, le pouvoir de fixation des prix des hôtels augmente. Si l'offre est élevée et la demande faible, le pouvoir de fixation des prix des hôtels diminue.
Sensibilité des prix
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.
Si la sensibilité au prix est élevée, un changement de prix aura un impact significatif sur la demande. Si la sensibilité au prix est faible, un changement de prix aura un faible impact sur la demande. Pour comprendre la sensibilité au prix, observez comment les changements de prix affectent la demande interne.
Taux des concurrents
Les tarifs affichés par les concurrents d'un hôtel sont une autre indication importante des prix que les voyageurs sont prêts à payer. Les voyageurs comparent souvent les tarifs des différents types d'hébergement lorsqu'ils cherchent une chambre. Si les tarifs d'un hôtel sont beaucoup plus élevés que ceux des hôtels comparables dans la région, il perdra des opportunités de réservation. Si les tarifs de l'hôtel sont beaucoup plus bas, il remplira les chambres avec des réservations peu cotées, tandis que d'autres hôtels recevront des réservations mieux cotées.
Réputation en ligne
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]
Section Four:
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.
Tarification dynamique
L'un des grands défis de la tarification hôtelière est que les facteurs qui influencent la demande peuvent changer fréquemment, jusqu'à plusieurs fois par jour. Dans le passé, la tarification hôtelière était relativement statique. Les tarifs des chambres étaient fixés annuellement et changeaient rarement au cours de l'année. Aujourd'hui, la plupart des hôtels pratiquent une forme de tarification dynamique, ajustant fréquemment les prix en fonction de l'évolution de la demande interne, de la demande du marché et des prix pratiqués par la concurrence.
Prix compétitifs
De nombreux hôtels fixent le prix des chambres par rapport à celui de leurs concurrents, en déterminant un montant ou un pourcentage d'écart qu'ils souhaitent maintenir au-dessus ou au-dessous de celui d'un concurrent. Lorsque les tarifs du concurrent changent, l'hôtel adapte ses propres tarifs pour maintenir l'écart.
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.
Gardez un œil sur les prix pratiqués par la concurrence, mais poursuivez vos propres stratégies en fonction de vos objectifs, de vos atouts property et de la demande interne. Par exemple, si votre hôtel est presque complet et que votre concurrent baisse ses tarifs, vous pouvez décider de faire le contraire.
Prix par catégorie de chambre
La plupart des hôtels proposent plusieurs catégories de chambres à des prix différents, ce qui permet aux clients de disposer d'un large éventail de choix. Certains clients voudront la chambre la moins chère, d'autres seront prêts à payer plus pour une chambre plus grande ou une meilleure vue, et le client occasionnel voudra la meilleure chambre de la maison.
Conseils de tarification à prendre en compte
• 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.
Tarification par modèle de réservation
La tarification et les restrictions de séjour peuvent être un moyen efficace d'encourager les modes de réservation souhaitables et de décourager les modes de réservation indésirables.
Les modèles de réservation comprennent :
• 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.
Conseils de tarification à prendre en compte
• 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.
Réductions et promotions
Les promotions peuvent être un excellent moyen d'augmenter les réservations pendant les périodes de faible demande. Cependant, si votre property est toujours en promotion, les clients s'attendront à des tarifs bas et il sera plus difficile de pratiquer des tarifs plus élevés lorsque la situation s'améliorera. Cela peut également conduire à une guerre des prix avec les concurrents. Il est donc préférable de ne proposer des réductions que lorsque c'est nécessaire.
Conseils de tarification à prendre en compte
• 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.
Conseils de tarification à prendre en compte
• 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)
Conseils de tarification à prendre en compte
• 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.
1
Expedia Group – Traveler Value Index 2023.
November 2022
2
STR – Value of travel increased in importance, while spending remains resilient. September 2022.
Section Five:
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.
Prix trop bas
• 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.
Un prix trop élevé
• 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.
Section Six:
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.
Facile à utiliser
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
La solution recueille les données de la demande du marché, les tarifs des concurrents et les données de la demande interne, qu'elle intègre dans ses puissants algorithmes afin de produire le tarif optimal pour chaque client.
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.
Contrôle
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:
Réalisez votre potentiel de revenus
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:
Le moment est venu d'adopter la tarification automatisée
L'automatisation est en train de changer le secteur de l'hébergement. Elle aide les hôteliers à prendre des décisions plus intelligentes et leur permet de mieux s'occuper des clients et de soutenir leur équipe. Cela est particulièrement important pour les petits établissements dont les ressources sont limitées.
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.
