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Case Study — Emmarentia

Four jobs, four suppliers, and nobody joining them up.

A guest house where the website, the adverts, the booking platforms and the room rate were each somebody else’s problem. None of them were wrong on their own. Together they were not a system.

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Where it started

Four things that only work when they work together

  • The websiteWhere a guest books direct, and where the hotel keeps the whole rate rather than a share of it.
  • The advertisingWhat brings somebody to that website in the first place, and at what cost.
  • The booking platformsWhere most guests actually start looking, and where a commission is taken before the property sees a cent.
  • The room rateWhat the room is worth this week, which is not what it was worth last week.

Run separately, each one quietly undoes the others. Advertise harder and the platforms take a bigger cut. Cut the rate to fill rooms and you have paid to sell them cheaply.

What changed

One partner, one set of numbers

The direct booking path was rebuilt. The website stopped being a brochure with a booking button bolted on and became the shortest route from wanting a room to holding a confirmation.

The platforms were audited rather than abandoned. Online travel agencies are not the enemy — they are a shop window with rent attached. The job was making sure the rent was worth paying, and that anybody who could be won directly, was.

The rate started moving with demand. Pricing set against real booking pace and real occupancy history instead of a flat seasonal figure decided once, with the average rate and the revenue per available room tracked every month.

The quarter

Three months, each one measured against the same month a year before

  • January+81.7%Revenue, year on year
  • February+39.6%Revenue, year on year
  • March+21.3%Revenue, year on year

The bars get shorter because the comparison gets harder. March was still the strongest revenue month of the whole reporting period.

How full the house actually got

Peak occupancy, in one picture

111 room-nights sold in a single month.

  • Rooms sold, at peak month
  • Rooms standing empty

Just over half. That is what a peak month looks like for a property this size, and it is the number the rate has to be set against — because the other half is inventory that expires at midnight whether it sells or not.

The part that matters

The growth did not come from dropping the price

Filling rooms by cutting the rate is not difficult. Anybody can do it, and the numbers look excellent for one quarter and terrible for the next, because the guests who came for the cheap rate will not come back for the real one.

The highest average daily rate of the whole period landed in March — the same month that produced the highest revenue. Revenue per available room peaked in April. Growth and rate rose together, which is the only version of this that lasts.

Also featured on

Forecasting & Reporting uses the booking-pace angle, and Book a Stay uses it as the hospitality example. This page is the whole engagement.

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