Hospitality
A resort has the same question as a brand: where is the money going?
Different systems, same discipline. We work direct booking, OTA surfaces, the booking engine and the contact centre as one commercial picture.
Booking revenue decomposes the same way marketplace revenue does: volume, rate, length of stay, and the mix between the demand you earn and the demand you buy. The difference is the calendar. A hotel week is not a comparable unit — Easter moves, a conference moves, and a report that compares the third week of April to the third week of April will hand you a crisis that is really a date.
So we build the comparison first, then the reporting on top of it.
Easter fell in April this year and in March last year, so a date-aligned report put a holiday week against an ordinary one and read the difference as decline. Nothing in the business had moved by nine points. The same eight weeks, matched on the day rather than the date, are up four.
Weekly direct revenue against last year
The same eight weeks of this year, against two different windows of last year. Switch the alignment and watch the peaks move into register — that shift is the entire difference between the two answers.
Illustrative composite property · direct booking revenue, eight weeks.
On one resort engagement the finding that mattered was not in the media plan at all. The gap opens at room selection — the step where a phone has to hold a calendar, a rate and a room type on one screen — and everything after it inherits the loss. Most of the audience was arriving on the worst version of the booking engine.
Booking funnel, desktop against mobile
Share of sessions still in the funnel at each step. The two devices are told apart by the shape of the mark rather than by colour, so nothing here depends on seeing a hue difference.
Illustrative composite property · trailing 30 days, booking-engine sessions.
One caution we give every hospitality client up front. Blended web metrics are not property-level metrics. Before anyone makes a rate claim, web revenue has to be reconciled against the systems that hold room, package and ancillary separately — otherwise the argument is about whose number is real rather than about what to do.
What we run on a property
Six things, reported into one commercial picture rather than six meetings.
- 01
Direct booking and the booking engine
The funnel from search through to confirmation, read by device and by length of stay rather than as one blended rate.
- 02
OTA surfaces and parity
Daily monitoring of rate and availability across the OTAs, and the parity breaks that quietly move demand off your own site.
- 03
Search and content
Transactional pages, property and offer pages, and the queries that arrive already intending to book.
- 04
Geographic and DMA segmentation
Where demand originates against where the media runs, so a market is never funded on somebody else’s traffic.
- 05
Contact centre
Calls, abandonment, speed to answer, handle time and conversion to sale, split by campaign and reported next to the web.
- 06
Reconciliation
Web revenue read against the systems that hold room, package and ancillary separately — before anyone makes a rate claim.
Seen in the work
A resort's reporting usually holds a web team's number and a property's number, and nobody quite believes either. The first job is one number both sides recognise.
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