The links between Pricing, Occupancy, and Revenue at the heart of the hotel industry.

Press Kit – Informations Entreprise Magazine No. 189 – Q1 2024

Since 2020, the hospitality industry has been facing major challenges: fluctuating demand, recruitment difficulties, and profitability weakened by inflation.Optimizing revenue has therefore become more central than ever to hoteliers’ concerns.

It is in this context that RevMentor stands out by offering tailor‑made support in Revenue Management.

Focus.

Informations Entreprise: What changes in demand and booking habits are currently shaping the hotel industry?

Florence Gautier (Founder of RevMentor): Market shifts are becoming increasingly frequent and rapid. The effects of the Covid crisis are still being felt, and recent geopolitical events, combined with inflation, continue to heighten market volatility.

As a result, travellers’ purchasing behaviours are evolving and reflected in booking patterns. The mix of nationalities in hotels fluctuates from one year to the next, and the rise of bleisure is blurring the lines between business and leisure segments.

Booking histories—once a cornerstone of Revenue Management—can no longer systematically serve as a reference for building future strategies.

It is therefore essential to place agility at the heart of the strategy to adapt to these rapid changes.

I.E: How do you view Revenue Management techniques today?

Florence Gautier: Revenue Management, or Yield Management, aims to optimize revenue. In a hotel structure, yield levers help manage daily occupancy and average rates. The objective is twofold: improve the hotel’s financial performance and increase its market share.

The art of Revenue Management lies in analysing and forecasting demand to define the right strategic approach. By mastering booking flows and understanding the market, a hotel can steer demand toward its need periods. At the same time, it can work on improving its average daily rate through targeted yield tools.

I am convinced that the next step is to broaden revenue sources by considering all guest spending during their stay—such as dining, boutique purchases, or spa treatments. The goal is to increase the overall average revenue per guest, measured through TrevPAR (Total Revenue per Available Room).

The concept of Total Revenue Management is becoming essential. The most successful hotels optimize each of their revenue centres. Implementing targeted yield levers improves capacity management (restaurant tables, treatment rooms, sunbeds) while increasing average guest spending.

These techniques enable more precise management of profitability across all outlets.

I.E: How do you support your clients?

Florence Gautier: RevMentor is driven by both performance and people.

We are committed to developing Revenue Management expertise within our clients’ teams. Our goal is to guide them toward more effective and autonomous decision‑making.

Our method is based on Training, Coaching, and Strategic Recommendations.

We identify revenue opportunities and translate them into a concrete roadmap of Yield and Commercial actions.

In parallel, we coach teams through personalized programmes. These include certified training sessions and dedicated workshops aligned with the hotel’s objectives.

We support both properties implementing Revenue Management for the first time and hoteliers seeking ongoing yield support.

We also work on strategy redesign projects, studies, and audits.

In this way, we cover the entire lifecycle of a hotel—from its opening or takeover, through strategic adjustments, to the implementation of advanced Total Revenue levers.

I.E: Who are your clients today?

Florence Gautier: Our clients include both independent and franchised hotels, from intimate properties with around twenty rooms to large hotels with several hundred keys.

Yield applies to all types of structures, and implementing Revenue Management techniques can lead to an average revenue increase of around 15%.

We work with hoteliers who want to improve profitability and empower their teams. We see it clearly among our clients: by developing internal Yield expertise through training and coaching, they build sustainable and impactful strategies.

I.E: How does RevMentor envision the future?

Florence Gautier: The tourism market has shown resilience despite the successive challenges of recent months.

I am optimistic about the future—provided we continue our efforts to help the sector evolve. We must strengthen the guest experience, rely on technology, and now integrate AI. Artificial intelligence applied to Revenue Management can be a valuable tool for decision‑making and performance steering.

New models are emerging, and the hoteliers who succeed today are those who have embraced innovation and evolved their offering and strategies.

Many opportunities lie ahead. By adopting a flexible and agile approach, businesses can adapt successfully—provided they have the right skills.

This is precisely where RevMentor can play a decisive role by supporting hoteliers in developing their expertise.