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Smarter Technology for the Hospitality Industry
Hotel Pricing and Parity Analysis for Europe & Africa Region
012 days
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2013 – RateGain, The Leading hospitality technology company, released this week’s Hotel Pricing Trends and Hotel Rate Parity report. A single window BI dashboard, which enables revenue professionals on cheapest rate visibility, tracking hotel rate parity along with median rate for three (3) months of three, four and five star hotel category across some of the major cities in European & African region. Data range spans across May to July 2013, starting from the fourth week of April (all rates in US dollars and for two adults on one-night stay) Performance Facts: In Price Trends report Rate In Europe, the minimum rate trends are generally not showing significant variations in the 3-star category. For 4-star and 5-star hotels rates are higher in June in a number of key cities including Amsterdam, Brussels, Copenhagen, London and Madrid. As Europe moves towards the main summer holiday period rates begin to fall, except for holiday destinations such as Palma. Median rates follow similar patterns in all hotel categories. As is often the case, the widest rate ranges are seen in Paris and London, with Rome, Venice and Zurich also offering significant variations between minimum and median rates. On average, Zurich and Oslo are the most expensive locations for 3-star hotels while Paris has the highest average rates in the 4-star and 5-star categories. In Africa, the early winter trend is generally flat for both the minimum and median rates. Price trends for 3 star hotels – Europe & Africa (May – July 13) Click here to view the full report
In Parity Trend report The level of rate parity between hotel websites and OTAs varies widely in the locations covered by the report, which is for the period from May to July 2013. UK cities have between 20% and 45% of hotels maintaining parity, the highest proportion being for 3-star hotels in London. Dublin has 43% of 4-star hotels in parity and Helsinki is even higher at 54%. In Venice, almost 38% of 3-star hotels were cheaper on hotel websites but OTAs were cheaper for 39%. OTAs consistently offer the lowest rates across all categories in Amsterdam, Barcelona, Madrid, Prague and Rome and in the 5-star category the balance is significantly weighted towards the OTAs – in Prague 98% of the hotels sampled were cheaper on OTA sites. OTAs are continuing the trends of reinforcing consumer behaviour in the direction of finding the cheapest rate; hotels may take more control by identifying overall distribution costs and by finding ways to differentiate the products they offer through their websites e.g. with promotions and add-ons. Rate parity for 3 star hotels – Europe (May – July 13) Click here to view the full report
NB: RateGain specializes in competitive price intelligence and rate shopping solutions for hotels. It currently tracks more than one billion hotel rates every month across countries in US, Europe, Middle East, Asia and Latin America. NB2: The above data is indicative in nature and RateGain can’t be held liable for its accuracy or usefulness for any purpose. |
Hotel Pricing and Parity Analysis for US & Canada Region
022 days
| 2013 – RateGain, The Leading hospitality technology company, released this week’s Hotel Pricing Trends and Hotel Rate Parity report. A single window BI dashboard, which enables revenue professionals on cheapest rate visibility, tracking hotel rate parity along with median rate for three (3) months of three, four and five star hotel category across some of the major cities in US & Canada Region.Data range spans across February to April 2013, starting from the second week of February (all rates in US dollars and for two adults on one-night stay)Performance Facts:
In Price Trends report Rate Lowest rate trends over the three months show minimal variations in the 3-star category except for some gradual increases in Miami and Montreal. In the 4 and 5-star categories min. rates showed a modest downward trend in Los Angeles and Miami. Overall, minimum rates for 5-star hotels show the most volatility particularly in Philadelphia and Orlando. Median rates across all categories are seeing relatively little movement during the reporting period either remaining flat or with some small increases in most locations. As noted in previous reports, a wide range of rates (shown by the difference between minimum and median numbers) is seen in Chicago, Los Angeles and Toronto. However, New York leads the way in terms of rate range with 4-star hotels offering a minimum of $127 and a median of $468. Price trends for 3 star hotels – US & Canada (Apr – June 13) Click here to view the full report
In Parity Trend reportThe level of rate parity between hotel websites and OTAs is generally quite low in the locations covered by the report, which covers the period from April to June 2013. New York and Las Vegas hotels are maintaining the highest levels of parity for the 3-star category; between 21% and 45% of 4-star and 5-star hotels in Houston and Montreal have parity. However, in every sample the largest proportion of the cheapest rates was to be found on the OTA sites: over 80% of Boston, Miami, Philadelphia and Toronto’s 4-star hotels are cheaper on OTA sites. Around a quarter of Seattle and Vancouver hotels are showing cheaper in brand websites but this is not a generally reflected trend. The report shows that OTAs are continuing the trends of reinforcing consumer behaviour in the direction of finding the cheapest rate; hotels may take more control by identifying overall distribution costs and by finding ways to differentiate the products they offer through their websites e.g. with promotions and add-ons. Rate parity for 3 star hotels – US & Canada (Apr – June 13) Click here to view the full report
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Making Magic with Technology
031 days
by Tim Unwin, EVP Hospitality Solutions, RateGain
source: her-consulting.com
The author and inventor Arthur C. Clarke was not only a visionary through his science fiction writings. He also made some highly perceptive observations on the nature of technology in the real world. One of the most often quoted of Clarke’s observations is captured as his Third Law which states that “Any sufficiently advanced technology should be indistinguishable from magic.”
In the world of hotel distribution technology it can be all too difficult to see where the magical part is. The proliferation of channels, control points and data sets creates layers of complexity which multiply several times when interfacing, integration or productivity tracking are attempted.
As we continue the quest for technology that satisfies the promise of magic we can be guided by our own laws which help to point us in the right direction:
Rule 1 – Technology should support and facilitate the distribution strategy, not dictate it
The easiest mistake to make when evaluating a technology solution is to assume that it will do everything you want and fit perfectly in to your existing operations and business processes. There is no more frustrating form of buyer’s remorse than that which results from the discovery that a shiny new technology solution places limits on the way your distribution works or requires wholesale changes in business process in order to be effective. It’s fine to change procedures to fit the technology you use; it’s not fine for the technology to limit your tactics or strategies. In the world of distribution management, it’s easy to be distracted by technicalities such as XML formats or the type of API a channel has when the primary consideration should be whether the channel will deliver incremental business.
Rule 2 – Technology should be reliable, easy to use and cost-effective
Even though these three elements are apparently fundamental it is surprising how often a hotel will continue to struggle with out-dated or badly designed technology. The thought process could be described as “some automation is better than none”. In reality, if it’s bad automation, the reverse is usually true.
Rule 3 – Make sure the ROI is clear
It can be notoriously difficult to determine the potential return on an investment in technology, especially in a niche as complicated as hotel distribution. To begin with, there are usually multiple options. In channel management, for example, there is no shortage of providers with long lists of features and functionality and access to every obscure channel of distribution you could ever wish for. Is that magical? No, because unless the features and functions are relevant to your requirements and unless the channels they connect to are the ones that can create business for your hotel, the rest is simply noise.
The real question to be answered in assessing return on investment is “will this technology help me to generate more business?” In its basic form, distribution is about generating revenue and every piece of technology should make a contribution to that objective. Returning to the channel management example, it’s not enough to provide automation, however advanced or sophisticated that automation might be. The real differentiator is the ability of the features and functions and channels and interfaces and analytics and automation provided by the technology to deliver more revenue.
Extending our consideration of ROI a little further, in the modern world of hotel distribution the path from booker to hotel can often be a convoluted one and can have multiple technology steps, some of which are visible and controllable, others maybe less so. A shorter path should create the possibility of a lower overall cost of sale and so we should look for technology that enables us to remove expensive intermediaries. The options for automating and controlling distribution which existed ten years ago were relatively limited in comparison to today and yet those old models are still widely used, even though there are more flexible and cheaper alternatives available.
Looking again at the specifics of channel management it is now perfectly possible to deploy technology which meets the objectives set out by our rules and which simplifies the multiple layers of complexity. Channel management has evolved beyond simple automation and now provides enough sophistication, ease of use and ROI to be considered as a complete distribution management solution. As the proliferation of channels continues, and as the necessities of keeping distribution costs under control and optimizing revenue become even more critical, placing the right technology solution at the centre of the distribution picture can deliver measurable benefits.
Using a commonly applicable set of assumptions regarding types of channels, productivity, rates and yield management objectives RateGain has calculated that correctly deployed distribution management technology can deliver room revenue gains measured in hundreds of thousands of dollars over the course of a year for a typical hotel. The specifics can vary with circumstances but the overall message is clear: if we use the rules and make sure the technology is doing what it should, the path to magic should not be far away.
Keeping tabs: getting to grips with room rates
043 days
Choosing a hotel for a trip can be a daunting – and confusing – task. If travellers really want to compare different options across both direct and indirect channels they might find themselves with a very long list. 
So, a room on a hotel’s site and on a particular online travel agent’s (OTA) site may offer a similar room rate but what you get for that can vary significantly. A hotel’s site, for example, might offer you free Internet and breakfast while a booking made through the OTA will mean an in-destination attraction coupon. Then there may be a much cheaper deal for the same hotel on a mobile exclusive channel.
While this can be frustrating for the traveller, it is also challenging for brands to track what the competition is doing. From a distribution perspective, a hotel can guarantee the best rate, but it still might be missing out on the trick that is driving potential customers to other sites or channel.
A question of values
According Vishal Jain, chief product officer at travel technology company RateGain over the past year it has become increasingly complex to assess competitiveness.
Why? Because value is different for each customer or segment. For this reason it is very important for firms to benchmark their value competitiveness correctly, he says. The way to measure value is by understanding purchasing patterns by each segment of both your own and your competitors’ customers.
Often suppliers and intermediaries get stuck comparing apples with apples. For example: ‘my standard room-only rate needs to be compared to the competition’s standard room-only rate otherwise it is not true benchmarking. “That might be correct from an operational standpoint but we need to be cognisant of the fact that the consumer may not be thinking of the apple in that way,” says Jain. “They are looking at their own budgets and then trying to seek a choice that provides the maximum value within that range.”
This is what Jain calls the rate-range view or the price-bucket view. ”Here you can define different bucket ranges and then compare what you are offering within each bucket and what your competition is offering in the same bucket,” he explains. This can reveal many insights into the creative ways the competition is packaging its offering to deliver a higher value to the customer. It can also move the buckets within the market segments and open up newer segments.
Setting a benchmark for last-minute deal
In this increasingly complex world of distribution a growing trend is to offer last-minute exclusive deals to third-party mobile platforms. Some hotel executives believe this undermines the value proposition of brand.com and other partner channels. They argue that just because a customer is booking last minute via a mobile device doesn’t mean that they should be given exclusive deals.
So hotels need to focus on forecasting accurately and building their base business well ahead of arrival dates to reduce dependency on last-minute deals and price-cuts. Also, look at offering rate and value parity across all channels. If you do want to try an exclusive mobile rate or offer, then it should also be available on all other channels.
In a recent interview with EyeforTravel.com, mobile app Hotel Tonight pointed out that if rates are properly matched and targeted at particular bookers then different rates will not bias one platform over another.
Hotels and intermediaries need to be aware of the unpredictability of certain channels to work out their own plans. Even OTAs are requesting mobile-exclusive, same-day rates that appear every day and offer a percentage off the rates displayed on their standard online site. New options mean tracking of room rates, and when and what is being offered at a particular price point has to understood as well. All players, be they hotels or intermediaries, need to be up to date with these offerings.
“Mobile only channels are growing aggressively, so now you have a completely new channel which has emerged as competition which wasn’t even around a short time ago,” says Jain. This means firms must continuously update their compsets [a set of competitors that hotels use as a basis for competitor benchmarking] to ensure they are not caught unaware.
As Jain points out, a new competitor can appear while you are still trying to assess the last one. But it is not just emerging channels that brands have to stay on top of, they must also understand how to compete with the offerings that new and existing players keep coming up with.
Price parity: are many hotels missing a trick?
051 days
Aggregating and analysing parity and pricing information for cities and regions can give invaluable insight into the impact of economic factors and local market variations. This is often hard to get at a hotel direct competition set level. By understanding current trends, it is possible to glean information on where the market will go next by looking at a wider set of hotels in your city that are segregated by star ratings.
All this can help hotel companies to support and inform their macro revenue management strategies. For marketing and representation organisations it is essential to have access to data in order to support business planning with individual member hotels.
EyeforTravel’s Ritesh Gupta talks to Vishal Jain, chief products officer at travel technology company RateGain, which produces reports that allow hotel companies to assess pricing trends, conduct parity analysis and more.
EFT: What are the key metrics used to depict trends?
VJ: For pricing, the key metrics revolve around the range of rates available in each hotel category for arrivals in the upcoming two to three months. Minimum, maximum and median rate values are available. For parity analysis, the reports provide city level comparisons between cheapest rates available on brand or hotel websites compared to popular OTA channels of the region. This highlights the percentage of hotels in each city and category that are maintaining parity. Parity is defined as the brand site having either the cheapest rate or being equal to the rate being offered through third-party intermediary channels.
VJ: The graph (shown above) is an extract from the December report for the four-star category. Overall, rates were higher for December and January and began to reduce in February reflecting seasonal changes for holiday periods. There is wide variation in rate ranges across different locations, particularly in Hong Kong. The range between minimum and median is even wider in the five-star category reflecting the variability and market pressures of the luxury segment. Minimum rates show some unusually low values in certain markets in the early part of the reporting period; this could be an indication of lower than expected occupancy leading hotels to take steps to offload distressed inventory closer to arrival dates.
VJ: In some locations, particularly key resort destinations, the competition for business between distributors is fierce. In these situations, hotels firstly need to ensure that they are equipped with accurate information covering all levels from property to region.
It is also vital to be able to track the cost and productivity of distribution channels in order to make informed decisions and exercise a greater level of control over the distribution strategy.
The traffic and bookings generated by OTA sites can be significant but further to the immediate impact hotels can also determine the subsidiary benefit of visibility in OTA channels and the knock-on effects on traffic through their own website. When rates are consistently lower on OTAs this tends to reinforce consumer behaviour in the direction of finding the cheapest rate. Hotels can choose to change the balance and take more control by identifying overall distribution costs and by identifying ways to differentiate products offered through the website.
Also, if the hotel doesn’t have direct distribution reach into the source markets from where the partners are generating demand (in case of Thailand, Australia, China, India, Germany) then they need to better equip their SEO strategy to ensure the billboard effect of visibility on partner sites actually has a good trickle down effect on the direct channel as well.
VJ: So for example, if Wotif is producing for the Australian source market for your resort in Phuket then you need to focus on your visibility on google.com.au and other search engines to benefit from that.
VJ: Over time, the general trend is towards greater levels of rate parity across all channels. If they are not doing so already, hotels should start to look at other aspects of their distribution strategy such as inventory and value parity to ensure that they retain control and maximise the available revenue opportunities.
We have also found that lot of times parity issues also crop up due to inefficiencies in managing channels and updates to these channels. If the hotels are managing multiple channels manually or through multiple extranets then it is common for a hotel user to not be able to update all channels at the same time as they have other operational tasks that keep them busy at the hotel. This left unchecked can cause long-term damage as the direct channel suffers a catch 22 situation. Normal user behaviour is: to update, in such situations, first the channels that are producing today versus channels that have potential to produce in the future if nurtured properly.
EFT: How accurate are these reports? Are there any limitations?
VJ: There is a wealth of published and accessible information available and this forms the core of most reports. It is important that errors and inconsistencies are identified and eliminated to ensure that the reports are not misleading.
One way of increasing the accuracy of trend reports is to ensure that data is gathered from multiple sources and covers as many different hotels as possible. Larger sample sizes lead to greater accuracy when trends are analysed.
EFT: How has pricing and rate parity shaped up in 2012? What can one expect in 2013?
VJ: The above table provides a summary of the main pricing measurements for key locations in Asia in 2012 (four-star category).
Hong Kong and Singapore show the widest range of minimum rates and the highest rates overall. For median values Hong Kong and Phuket show the widest ranges. Minimum pricing in Indonesia and Thailand shows the least variability. These trends are calculated across a range of arrival dates throughout the year so do not reflect seasonality.
For parity (see table below) the most consistent levels are achieved in China. Across other parts of Asia the level of parity is lower. Overall, lower prices are found on OTA sites; however in India there is a noticeable trend for up to 30% of the rates included in reports to be lower on brand websites. Even in India you can see a big difference between cities like Mumbai or Delhi and a resort destination like Goa.
(Data is based on aggregate data from the whole of 2012 reports published by RateGain).
RezGain -The Smart Revenue Enhancer
053 days
by RateGain
in Hotel Industry
By: Shivam Srivastava, Senior Business Analyst, RateGain
It’s time for hotels to distribute inventory on their terms, smartly. Many channel managers have a concept of common pool inventory in which a set number of hotel rooms are available in a “pool” to be sold across multiple channels.
The functionality available to hoteliers using some of the channel manager solutions is to create and automate management of a common pool of inventory for 3rd party distribution. But this has many drawbacks including limited control for the hotelier, and the whole pool being available for every channel partner to sell. Hoteliers do not have the option of applying any yield management rules on this pool to increase ADR or control their cost of distribution.
A typical channel manager’s pooled inventory concept allows the same pool of inventory to be used across multiple channels. However, RezGain has additional flexibility in the methods by which common pool inventory is managed across platforms.
RezGain is different from other channel managers and its way of managing common pool can result in significant additional increase in the Net Revenue when the hotel actively and effectively manages its availability and rates through the RezGain common pool functionality.
The concept of Common Pool 3.0 introduced in RezGain helps hoteliers to optimize distribution with flexible controls, for example:
• Option of balancing the cost of distribution with revenue potential
• Active management of inventory for multiple booking windows (e.g. Early Bird / Advance Purchase / Active / Last minute)
• Quick and easy set-up and scheduling of promotions and offers
• Increase in Revenue per Available Room by linking it to occupancy goals
• Accept or deny business based on Occupancy and Cost of Distribution as variables
• Control of promotion and discount activity: no more last minute distressed inventory panic
RezGain has been developed keeping in mind not only efficient automation but also the Revenue Manager’s objective of maximizing yield and revenue by smartly managing the available inventory. RezGain empowers Revenue Managers by:
• Enabling higher revenue yield by defining inventory levels for price changes and making adjustments in the room rate as inventory in the pool increases or decreases
• Reducing cost of distribution
• Managing the spectrum of booking windows from “early bird” to “last minute” i.e., option to define multiple booking windows and manage pool accordingly. The user has the option to sell last minute inventory and sell early bird inventory with different price structures.
Here is an example to show how RezGain’s advanced technology can yield tangible results. Let’s assume that our hotel has a channel distribution pattern as laid out below:
Using the typical method of common pool inventory management available with most channel managers, the number of rooms available and the rates offered in each channel are static which results in limited scope for the hotel to control its distribution as market conditions change.
With RezGain, there are many more options. We can set thresholds according to the inventory remaining in the pool and adjust our rates, channel settings and other parameters to maximize the yield.
For our example, we could set a threshold when 40% of the pool inventory has been sold which closes wholesaler channels (where overall yield is lower) and increases the rate offered by 10% in the remaining channels; a second threshold could be set when 80% of the inventory is sold which closes remaining higher commission channels and increases the rate by a further 10%. Using these sample settings, and our distribution pattern from above, the potential difference in revenue yield compared to a static inventory pool model is substantial:
Over $200,000 per year with a simple set of controls! This is only a flavor of the flexibility and revenue generating potential of RezGain. The return on investment far exceeds that of other tools which merely provide static automation.
RezGain is the key to better distribution management: Smarter, Faster, Easier
To know more about the RezGain, schedule a demo today
Hotel Pricing and Parity Analysis for the APAC Region
058 days
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2013 – RateGain, The Leading hospitality technology company, released this week’s Hotel Pricing Trends and Hotel Rate Parity report. A single window BI dashboard, which enables revenue professionals on cheapest rate visibility, tracking hotel rate parity along with median rate for three (3) months of three, four and five star hotel category across some of the major cities in APAC region. Data range spans across February to April 2013, starting from the second week of February (all rates in US dollars and for two adults on one-night stay) Performance Facts: In Price Trends report Rate trends over the next three months show minimal variations in most locations. One exception is Phuket, where rates in all hotel categories are trending downwards from March to May. Singapore shows some rate decline in the 4 and 5-star categories but conversely the 3-star rates increase in May and the average value of minimum rates is higher in Singapore than in other locations reflecting the nature of the local marketplace. The widest range of rates (shown by the difference between minimum and median numbers) is seen in Hong Kong where rates range from a low of $95 to a median value of $340 for 5-star hotels. Price trends for 3 star hotels – APAC (Feb – Apr 13) Click here to view the full report
In Parity Trend report Across all star categories the highest levels of rate parity between hotel websites and OTAs are seen in Delhi, Beijing and Shanghai. More than 10% of 4-star hotels measured in Hong Kong, Mumbai and Penang also maintained parity. However, in almost every sample the largest proportion of the cheapest rates was to be found on the OTA sites: 5-star hotel rates sampled in Bali and Penang were all found to be lower on the OTAs. When rates are consistently lower on OTAs this tends to reinforce consumer behaviour in the direction of finding the cheapest rate; hotels may choose to change the balance and take more control by identifying overall distribution costs and by finding ways to differentiate the products they offer through their websites. Parity trends for 3 star hotels – APAC (Feb – Apr 13) Click here to view the full report
About RateGain RateGain the fastest growing hospitality and travel Technology Company. Since its inception in 2004; the company specializes in hospitality solutions focused on Channel Management, Rate Shopping and On-line Reputation Management, that has been recognized as a key player in the space of hospitality ecosystem. For more information visit us at www.rategain.com |
RateGain’s Hotel Rate Parity Trends – ME (Feb – Apr 2013)
0108 days
|
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Hotel rate parity trends for February to April 2013 of three, four and five star hotels across some of the major cities in ME. The report shows the percentage of hotels with cheaper rates on their own brand site compared to their rates on other OTAs. |
| City |
% Of Hotels in Parity
|
% Of Hotels Cheaper on Brand Sites
|
% Of Hotels Cheaper on OTA Sites
|
| ABU DHABI |
100%
|
0%
|
0%
|
| AMMAN |
17%
|
83%
|
0%
|
| BEIRUT |
0%
|
0%
|
100%
|
| CAIRO |
100%
|
0%
|
0%
|
| DOHA |
0%
|
67%
|
33%
|
| DUBAI |
0%
|
24%
|
76%
|
| ISTANBUL |
20%
|
22%
|
58%
|
| KUWAIT |
33%
|
67%
|
0%
|
| MUSCAT |
0%
|
67%
|
33%
|
Four star [click for larger image]:
| City |
% Of Hotels in Parity
|
% Of Hotels Cheaper on Brand Sites
|
% Of Hotels Cheaper on OTA Sites
|
| ABU DHABI |
8%
|
12%
|
80%
|
| AMMAN |
50%
|
0%
|
50%
|
| BEIRUT |
41%
|
37%
|
22%
|
| CAIRO |
0%
|
13%
|
88%
|
| DOHA |
52%
|
0%
|
48%
|
| DUBAI |
15%
|
6%
|
78%
|
| ISTANBUL |
30%
|
20%
|
50%
|
| KUWAIT |
6%
|
35%
|
59%
|
| MUSCAT |
17%
|
17%
|
67%
|
| RIYADH |
25%
|
25%
|
50%
|
| SHARJAH |
0%
|
17%
|
83%
|
| TEL AVIV |
67%
|
33%
|
0%
|
Five star [click for larger image]:
| City |
% Of Hotels in Parity
|
% Of Hotels Cheaper on Brand Sites
|
% Of Hotels Cheaper on OTA Sites
|
| ABU DHABI |
11%
|
0%
|
89%
|
| AMMAN |
0%
|
0%
|
100%
|
| BEIRUT |
33%
|
7%
|
59%
|
| CAIRO |
27%
|
11%
|
62%
|
| DOHA |
30%
|
42%
|
28%
|
| DUBAI |
20%
|
6%
|
74%
|
| ISTANBUL |
18%
|
12%
|
70%
|
| KUWAIT |
0%
|
25%
|
75%
|
| MUSCAT |
54%
|
8%
|
38%
|
| RIYADH |
33%
|
42%
|
25%
|
| SHARJAH |
42%
|
0%
|
58%
|
| TEL AVIV |
6%
|
28%
|
67%
|
NB: RateGain specializes in competitive price intelligence and rate shopping solutions for hotels, online travel companies and airlines. It currently tracks more than one billion hotel rates every month across countries in US, Europe, Middle East, Asia and Latin America.
NB2: The above data is indicative in nature and RateGain can’t be held liable for its accuracy or usefulness for any purpose.
RateGain’s Hotel Pricing Trends – ME (Feb – Apr 2013)
0108 days
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|
Data trends on cheapest hotel rates as well as median rate for three months of three, four and five star hotels across some of the major cities in ME. This set covers February to April 2013, taken in the 2nd week of January 2013 (all rates are in US dollars for two adults for a one-night stay). |
Three star [click for larger image]:
| City | Check In Month |
Minimum Rate
|
Median Rate
|
Cheapest Hotel in the City |
|---|---|---|---|---|
| ABU DHABI | February |
62.85
|
102.64
|
LA RESIDENCE STUDIO |
| March |
61.58
|
102.64
|
LA RESIDENCE STUDIO | |
| April |
61.58
|
105.8
|
LA RESIDENCE STUDIO | |
| BEIRUT | February |
55
|
88
|
ALMOND BLOOMS GUEST HOUSE |
| March |
55
|
88
|
ALMOND BLOOMS GUEST HOUSE | |
| April |
57.2
|
88
|
EMBASSY HOTEL | |
| BODRUM | February |
22.8
|
55.25
|
HOTEL CENTRALE BODRUM |
| March |
40.43
|
60.64
|
CLUB HOTEL FLORA | |
| April |
30.99
|
67.38
|
CLUB VELA HOTEL | |
| CAIRO | February |
25.64
|
55
|
CAIRO MOON HOTEL |
| March |
27.91
|
55
|
CAIRO MOON HOTEL | |
| April |
27.15
|
55
|
CAIRO MOON HOTEL | |
| DOHA | February |
68.4
|
96.14
|
QATAR INTERNATIONAL HOTEL |
| March |
75.54
|
98.89
|
AL MOUROUJ INN HOTEL | |
| April |
68.4
|
98.89
|
QATAR INTERNATIONAL HOTEL | |
| DUBAI | February |
65.34
|
122.51
|
DREAM PALACE HOTEL AJMAN |
| March |
65.34
|
106.18
|
DREAM PALACE HOTEL AJMAN | |
| April |
65.34
|
98
|
DREAM PALACE HOTEL AJMAN | |
| ISTANBUL | February |
32.34
|
78.16
|
TULIP GUESTHOUSE |
| March |
40.02
|
87.59
|
EMIN HOTEL | |
| April |
66.7
|
113.19
|
EMIN HOTEL | |
| KUWAIT | February |
106.14
|
142.89
|
SUITE HOME HOTEL |
| March |
100.03
|
142.89
|
SUITE HOME HOTEL | |
| April |
100.03
|
142.89
|
SUITE HOME HOTEL | |
| MUSCAT | February |
67.63
|
105.285
|
HOTEL GOLDEN OASIS |
| March |
67.63
|
103.76
|
HOTEL GOLDEN OASIS | |
| April |
67.63
|
104.05
|
HOTEL GOLDEN OASIS | |
| RIYADH | February |
40
|
102.675
|
AL FARHAN HOTEL SUITES (AL SALAM) |
| March |
40
|
98.67
|
NUZL FALIK HOTEL APARTMENT 2 | |
| April |
40
|
113.345
|
AL FARHAN HOTEL SUITES (AL SALAM) | |
| SHARJAH | February |
43.56
|
89.84
|
SAHARA HOTEL |
| March |
51.73
|
81.67
|
SAHARA HOTEL | |
| April |
51.73
|
85.755
|
SAHARA HOTEL | |
| TEL AVIV | February |
100
|
131
|
IMPERIAL HOTEL TEL AVIV |
| March |
103.04
|
136.165
|
DEBORAH | |
| April |
113
|
154.56
|
IMPERIAL HOTEL TEL AVIV |
Four star [click for larger image]:
| City | Check In Month |
Minimum Rate
|
Median Rate
|
Cheapest Hotel in the City |
|---|---|---|---|---|
| ABU DHABI | February |
78.95
|
142.11
|
AL DIAR MINA HOTEL |
| March |
74.22
|
147.405
|
AL DIAR MINA HOTEL | |
| April |
74.22
|
148.115
|
AL DIAR MINA HOTEL | |
| BEIRUT | February |
54.45
|
110
|
RIVOLI PALACE HOTEL |
| March |
76.74
|
115.5
|
WHITE HOUSE HOTEL | |
| April |
76.74
|
119
|
WHITE HOUSE HOTEL | |
| BODRUM | February |
33.69
|
94.33
|
COASTLIGHT BEACH HOTEL |
| March |
33.69
|
102.32
|
COASTLIGHT BEACH HOTEL | |
| April |
53.9
|
123.24
|
GRAND ONDER HOTEL | |
| CAIRO | February |
33.3
|
100
|
TIBA PYRAMIDS |
| March |
33.3
|
107.7
|
TIBA PYRAMIDS | |
| April |
33.3
|
100
|
TIBA PYRAMIDS | |
| DOHA | February |
96.14
|
137.35
|
HOLIDAY VILLA HOTEL & RESIDENCE |
| March |
100.26
|
150.945
|
CENTURY HOTEL DOHA | |
| April |
101.36
|
147.645
|
LE PARK HOTEL | |
| DUBAI | February |
74.87
|
194.39
|
PEARL RESIDENCE HOTEL |
| March |
77.59
|
147.01
|
AL MANAR HOTEL | |
| April |
65.34
|
142.93
|
AL MANAR HOTEL APARTMENTS | |
| ISTANBUL | February |
47.43
|
101.06
|
THREE APPLES RESIDENCE |
| March |
43.12
|
118.58
|
THREE APPLES RESIDENCE | |
| April |
71.55
|
169.79
|
THREE APPLES RESIDENCE | |
| KUWAIT | February |
88.75
|
195.26
|
MIRAGE SUITES HOTEL |
| March |
85.2
|
183.72
|
RAOUM INN | |
| April |
85.2
|
183.72
|
RAOUM INN | |
| MUSCAT | February |
83.24
|
158.25
|
AL MADINAH HOLDAY (ROOM ONLY) |
| March |
83.24
|
158.25
|
AL MADINAH HOLDAY (ROOM ONLY) | |
| April |
83.24
|
158.25
|
HOLIDAY INN MUSCAT – AL MADINAH | |
| RIYADH | February |
58.67
|
133.34
|
ARMADA PALACE 1 |
| March |
58.67
|
140.01
|
ARMADA PALACE 1 | |
| April |
80.01
|
140.01
|
GOLDEN TULIP ANDALUSIA HOTEL | |
| SHARJAH | February |
61.42
|
114.45
|
LORDS BEACH HOTEL |
| March |
74.82
|
114.55
|
AL HAMRA HOTEL | |
| April |
74.82
|
114.34
|
AL HAMRA HOTEL | |
| TEL AVIV | February |
110
|
160
|
RUTH DANIEL RESIDENCE |
| March |
134
|
195
|
CENTER CHIC HOTEL | |
| April |
145
|
208
|
LEONARDO BOUTIQUE HOTEL TEL AVIV |
Five star [click for larger image]:
| City | Check In Month |
Minimum Rate
|
Median Rate
|
Cheapest Hotel in the City |
|---|---|---|---|---|
| ABU DHABI | February |
138.96
|
240.02
|
THE YAS HOTEL |
| March |
136.18
|
211.6
|
MILLENNIUM HOTEL ABU DHABI | |
| April |
133.95
|
202.12
|
GRAND MILLENNIUM AL WAHDA | |
| BEIRUT | February |
88
|
178.75
|
LE COMMODORE HOTEL |
| March |
93.5
|
220
|
LE COMMODORE HOTEL | |
| April |
99.99
|
220
|
CORAL BEACH HOTEL AND RESORT BEIRUT | |
| BODRUM | February |
68.93
|
121.21
|
KUSADASI GOLF AND SPA RESORT |
| March |
68.93
|
121.14
|
KUSADASI GOLF AND SPA RESORT | |
| April |
81.46
|
145.4
|
KUSADASI GOLF AND SPA RESORT | |
| CAIRO | February |
48.01
|
161.63
|
GRAND PYRAMIDS HOTEL |
| March |
48.01
|
164.25
|
GRAND PYRAMIDS HOTEL | |
| April |
49.6
|
164.1
|
GRAND PYRAMIDS HOTEL | |
| DOHA | February |
137.35
|
280.19
|
CONCORDE HOTEL DOHA |
| March |
151.08
|
280.19
|
MERWEBHOTEL CENTRAL | |
| April |
151.08
|
273.325
|
MERWEBHOTEL CENTRAL | |
| DUBAI | February |
107.39
|
375.71
|
GOLDEN SAND 10 HOTEL |
| March |
107.39
|
330.62
|
GOLDEN SAND 10 HOTEL | |
| April |
107.39
|
330.62
|
GOLDEN SAND 10 HOTEL | |
| ISTANBUL | February |
68.52
|
174.095
|
LEVNI HOTEL |
| March |
98.16
|
208.87
|
CROWNE PLAZA ISTANBUL – OLD CITY | |
| April |
108.06
|
222.13
|
MARRIOTT ISTANBUL ASIA (ASIA-SIDE) | |
| KUWAIT | February |
166.86
|
350.43
|
THE CONVENTION CENTER & ROYAL SUITES |
| March |
166.86
|
290.27
|
THE CONVENTION CENTER & ROYAL SUITES | |
| April |
166.86
|
290.27
|
THE CONVENTION CENTER & ROYAL SUITES | |
| MUSCAT | February |
164.34
|
547.81
|
CITY SEASONS HOTEL MUSCAT |
| March |
164.34
|
365.2
|
CITY SEASONS HOTEL MUSCAT | |
| April |
164.34
|
377.38
|
CITY SEASONS HOTEL MUSCAT | |
| RIYADH | February |
73.61
|
178.02
|
CORP EXECUTIVE DEIRA HOTEL |
| March |
73.61
|
178.015
|
CORP EXECUTIVE DEIRA HOTEL | |
| April |
73.61
|
179.015
|
CORP EXECUTIVE DEIRA HOTEL | |
| TEL AVIV | February |
165
|
215
|
LEONARDO CITY TOWER HOTEL TEL AVIV (EX. SHERATON CITY TOWER) |
| March |
165
|
250
|
LEONARDO CITY TOWER HOTEL TEL AVIV (EX. SHERATON CITY TOWER) | |
| April |
150
|
272
|
LEONARDO CITY TOWER HOTEL TEL AVIV (EX. SHERATON CITY TOWER) |
NB: RateGain specializes in competitive price intelligence and rate shopping solutions for hotels, online travel companies and airlines. It currently tracks more than one billion hotel rates every month across countries in US, Europe, Middle East, Asia and Latin America.
NB2: The above data is indicative in nature and RateGain can’t be held liable for its accuracy or usefulness for any purpose.
RateGain’s Hotel Rate Parity Trends – Europe (Jan – Mar 2013)
0114 days
|
|
Hotel rate parity trends for January to March 2013 of three, four and five star hotels across some of the major cities in Europe. The report shows the percentage of hotels with cheaper rates on their own brand site compared to their rates on other OTAs. |
| City |
% Of Hotels in Parity
|
% Of Hotels Cheaper on Brand Sites
|
% Of Hotels Cheaper on OTA Sites
|
| AMSTERDAM |
0.03
|
0.04
|
0.93
|
| BARCELONA |
0.12
|
0.11
|
0.77
|
| DUBLIN |
0.35
|
0.05
|
0.60
|
| EDINBURGH |
0.35
|
0.25
|
0.40
|
| HELSINKI |
0.00
|
0.00
|
1.00
|
| LONDON |
0.60
|
0.12
|
0.28
|
| MADRID |
0.19
|
0.03
|
0.79
|
| PARIS |
0.17
|
0.22
|
0.61
|
| PRAGUE |
0.00
|
0.16
|
0.84
|
| ROME |
0.00
|
0.26
|
0.74
|
| VENICE |
0.10
|
0.20
|
0.70
|
| ZURICH |
0.31
|
0.08
|
0.62
|
Four star [click for larger image]:
| City |
% Of Hotels in Parity
|
% Of Hotels Cheaper on Brand Sites
|
% Of Hotels Cheaper on OTA Sites
|
| AMSTERDAM |
0.00
|
0.06
|
0.94
|
| BARCELONA |
0.02
|
0.19
|
0.79
|
| DUBLIN |
0.54
|
0.14
|
0.31
|
| EDINBURGH |
0.42
|
0.18
|
0.39
|
| HELSINKI |
0.61
|
0.09
|
0.30
|
| LONDON |
0.47
|
0.10
|
0.43
|
| MADRID |
0.20
|
0.09
|
0.71
|
| PARIS |
0.32
|
0.13
|
0.55
|
| PRAGUE |
0.09
|
0.10
|
0.82
|
| ROME |
0.02
|
0.16
|
0.83
|
| VENICE |
0.33
|
0.17
|
0.50
|
| ZURICH |
0.07
|
0.08
|
0.84
|
Five star [click for larger image]:
| City |
% Of Hotels in Parity
|
% Of Hotels Cheaper on Brand Sites
|
% Of Hotels Cheaper on OTA Sites
|
| AMSTERDAM |
0.07
|
0.03
|
0.90
|
| BARCELONA |
0.02
|
0.21
|
0.77
|
| DUBLIN |
0.35
|
0.00
|
0.65
|
| EDINBURGH |
0.18
|
0.13
|
0.69
|
| HELSINKI |
0.07
|
0.00
|
0.93
|
| LONDON |
0.21
|
0.20
|
0.58
|
| MADRID |
0.25
|
0.00
|
0.75
|
| PARIS |
0.40
|
0.03
|
0.56
|
| PRAGUE |
0.08
|
0.03
|
0.89
|
| ROME |
0.01
|
0.10
|
0.89
|
| VENICE |
0.12
|
0.15
|
0.73
|
| ZURICH |
0.60
|
0.00
|
0.40
|
NB: RateGain specializes in competitive price intelligence and rate shopping solutions for hotels, online travel companies and airlines. It currently tracks more than one billion hotel rates every month across countries in US, Europe, Middle East, Asia and Latin America.
NB2: The above data is indicative in nature and RateGain can’t be held liable for its accuracy or usefulness for any purpose.