Your property gets a revenue engine that sells ancillaries at scale, makes stay extensions so easy, brings up travel experiences as a significant contributor to the GOP and without any CAPEX, gives you a path towards making guests from your area bring in recurring revenue, and helps weddings and business events convert, with no inquiry ever going cold.
Every input on this page is visible and editable, and the model recalculates as you change them. Best done on a laptop.
| RoomsKeys in the property being piloted. | |
| OccupancyAnnual average. | % |
| ADRAverage daily rate, net of tax. | EUR |
| Current ancillary revenue per occupied room, in-house guestsRestaurant and bar, room service, spa, golf, cabanas, park and fly, late checkout, upgrades, celebrations, and whatever else this property sells to guests staying in the hotel that is not the room. Leave out anything charged automatically: resort fees, mandatory service charges and parking bundled into the rate. That is real revenue, but nobody chooses to buy it, so nothing can lift it. Business from non-residents is entered separately below, so it is not counted twice. | EUR |
| Room nights booked through OTAsBooking, Expedia and similar, as a share of total room nights. Not corporate negotiated, group or GDS business, which is contracted rather than distributed and cannot move. | % |
| Average OTA commissionBlended across channels. | % |
| Current annual cost of guest-facing point solutionsUpsell, messaging, guest app, chat, review tools, digital check-in, itinerary and concierge tools. Anything Cordiant would make redundant. Revenue management is not included. Cordiant does not touch the rate and does not replace an RMS. | EUR |
| Annual reservations and front desk cost attributable to inbound requestsCalls and emails that exist only because the guest has nowhere to self-serve. | EUR |
| Current annual commission earned on travel experiencesCity tours, museum tickets, airport transfers, food and wine tours, boat cruises, adventure sports, wildlife experiences, cultural activities, private guides, day trips, helicopter tours, cooking classes, and whatever else the destination offers. Enter the commission the property earns, not the value of the bookings. For most properties this is zero, because the concierge points the guest at an operator and the guest books it themselves. | EUR |
| Average value of a travel experienceWhat one booking is worth, across the mix of a museum ticket and a private guide for the day. | EUR |
| Commission rate on travel experiencesThe property's share of each booking, as agreed with the operator. | % |
| Current annual revenue from weddings and business eventsRoom hire, catering and room blocks. All banquet and catering food and beverage belongs here rather than in the ancillary line above, because it is not sold per room night. A wedding for 300 people produces very little occupancy and a great deal of revenue. | EUR |
| Current annual revenue from non-residentsRestaurant covers, spa treatments, green fees, golf and club memberships sold to people who are not staying at the hotel. | EUR |
| Lever | Conservative | Base | Stretch |
|---|---|---|---|
| In-stay ancillary and celebrations upliftToday the property sells ancillaries with one pre-arrival email. Cordiant sells them through pre-stay nudges by email and SMS, an application that already knows what the guest has bought and surfaces ancillary offers in its body, and contextual prompts at the end of every workflow. | % | % | % |
| Stay extensionsAdditional room nights, as a share of the nights the property already sells. A workflow in the application extends the stay in a few taps, at the moment the guest is enjoying it, instead of a call to the front desk that never happens. | % | % | % |
| Travel experience bookingsAs a share of occupied room nights. This line is not a percentage of what the property earns today, because for most properties that is nothing. Experiences are surfaced and booked through a workflow in the application, so the property sells them at scale rather than one concierge conversation at a time. Whatever is already earned is deducted, so only new commission is counted. | % | % | % |
| Weddings and business events upliftCordiant captures the inquiry and runs the whole workflow, so nothing waits on someone returning a call and nothing is lost between the inquiry and the contract. | % | % | % |
| Non-resident business upliftA local who comes in for dinner scans a QR code, which opens the application, and signs in. The profile is created in Opera Cloud the moment they do, with no work from the hotel. From then on the page redraws for that person and offers what is relevant to them, which makes it far easier to run highly personalized experiences for every local guest, and to sell them at scale. | % | % | % |
| Room nights moving from OTA to directPercentage points of total room nights, driven by enhanced guest recognition and experience. | pts | pts | pts |
| Reduction in inbound calls and emailsRequests completed in the application instead of by phone or mail. | % | % | % |
| Point solutions retiredShare of the current guest-facing tooling spend that becomes redundant. | % | % | % |
| In-stay ancillary and celebrationsA blended rate across the mix. Upgrades, late checkout and celebration packages carry almost no incremental cost. Spa and dining carry real labor and cost of sales. | % |
| Stay extensionsAn extra night in a room that is already staffed, cleaned and lit. The highest flow-through in the hotel. | % |
| Travel experience commissionsCommission earned on somebody else's inventory. Almost no cost of sales behind a booking the application takes. | % |
| Weddings and business eventsRoom hire flows through almost entirely. Catering carries cost of sales and event labor. | % |
| Non-resident businessCovers and treatments sold to people who are not staying. Full cost of sales and full service labor behind every one. | % |
| New revenue Cordiant generates | Conservative | Base | Stretch |
|---|---|---|---|
| In-stay ancillary and celebrations | |||
| Stay extensions | |||
| Travel experience commissions | |||
| Weddings and business events | |||
| Non-resident business | |||
| Total new revenue |
| What reaches GOP | Conservative | Base | Stretch |
|---|---|---|---|
| In-stay ancillary and celebrations, at 35% | |||
| Stay extensions, at 70% | |||
| Travel experience commissions, at 85% | |||
| Weddings and business events, at 30% | |||
| Non-resident business, at 25% | |||
| Commission no longer paid to OTAs | |||
| Reservations and front desk cost avoided | |||
| Point solution licenses retired | |||
| Total annual GOP impact |
Every assumption on this page can be changed. If the conservative column still holds against the property's own management accounts, the number is real and the work is a deployment, not a study.
Write to dennis.paul@cordiant.com
Placeholders are labelled throughout and are not represented as the property's actual figures. The opening figures are illustrative defaults for an upscale city hotel and are not any property's actual numbers. Replace them with the property's own management accounts before this is used in any decision. Flow-through, uplift and channel assumptions are Cordiant's and are stated so that they can be challenged. Selecting USD relabels the profit line as NOI, which is the term American owners and asset managers use; none of the levers modelled here touches fixed charges, so the incremental impact is identical at either line. Changing the currency changes labels only. No exchange rate is applied, so enter the property's figures in the currency you have selected. This is a model, not a forecast, and it is not a guarantee of financial performance.