The Door, the Rate and the Red Line in Hotel Positioning
Hotel positioning becomes real when it defines the demand you want to attract, the price points that protect your proposition and the business you are prepared to turn away. This guide sets out a practical framework for translating those choices into consistent commercial, operational and financial decisions.
I remember a commercial meeting in which the booking pace for the following weeks was clearly below forecast. The conversation began with a degree of calm, but it took only a few minutes for the usual proposals to emerge: open an additional channel, launch a promotion, accept a group that had not previously been a fit, relax terms and conditions, and lower the lead-in rate. Each measure could be defended individually. Together, however, they were about to turn the hotel into something different from what we had decided to build.
That day confirmed a suspicion that has accompanied me through many hotel strategic planning processes. Most hotels can explain what they want to sell, but few have defined precisely which demand they want to accept, what price they need to sustain, and what business they are prepared to turn away.
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