Blog · Forecast and pipeline · Hospitality
How a hotel group builds a pace report from the reservation export that a revenue manager can act on: rooms and revenue on the books for each future month against the same point last year, by segment, per property, the properties behind pace in a segment where their comparable set is ahead, the pickup still needed to reach budget, and the identity that ties the pace table to the reservation system.
A revenue manager knows the property is behind for October. The pace report from reservation snapshots says behind by how much, in which segment, against what the property's sister hotels are doing, and whether the property's own history of pickup from this point gets it to budget. This guide sets out the pace measures, the comparable set, the pickup, and the identity.
Per property, per future stay month, per segment, as of today:
On the books = rooms and revenue reserved for the month Same time last year = on the books for the equivalent month at the same point last year Pace = on the books − same time last year, in rooms and revenue, and as a share Pickup needed = budget − on the books Historical pickup = median rooms added from this point to the month, past years
Property identifiers only.
Σ segments' on the books = reservation system's on the books, per property per month, at the snapshot
A segment unmapped from a rate code fails it and is listed.
Property P-114, October, as of 1 June.
| Segment | On the books | Same time last year | Pace | Budget | Pickup needed | Historical pickup | Reading |
|---|---|---|---|---|---|---|---|
| Group | 1,200 | 2,100 | −43% | 3,000 | 1,800 | 700 | Behind; budget unreachable on history |
| Corporate | 1,900 | 1,750 | +9% | 3,400 | 1,500 | 1,600 | On track |
| Leisure | 800 | 850 | −6% | 2,800 | 2,000 | 2,100 | On track |
| Total | 3,900 | 4,700 | −17% | 9,200 | 5,300 | 4,400 | Behind, in one segment |
The property is behind in total because it is behind in group, and group has to be sold months out. Corporate and leisure are fine. The conversation is with the group sales manager in June, not the revenue manager in September.
| Property | Group pace |
|---|---|
| P-114 | −43% |
| Comparable set median | +6% |
The set is ahead on group. It is not the market; it is this property's group book.
No snapshots. Pace cannot be computed; the reservation system holds today only.
Total pace only. Behind in one segment, blamed on all.
Pickup needed without historical pickup. Every property can reach budget in theory.
Comparable set ignored. A market-wide group slump looks like a sales failure.
Mapped once, the reservation snapshots, the budget and the property master produce pace, pickup needed against historical pickup and the comparable set comparison per property per month every week. Covirage builds this from the exports as they are. The hospitality page describes the setup, and the segment mix guide covers the comparable set the pace comparison uses.
The reservations that existed on the same calendar day last year for the same future month: a snapshot. Pace needs snapshots of the reservation export, taken daily or weekly and kept, because the reservation system only holds today's view.
Because a property can be ahead on leisure and behind on group, and the total hides it. Group pace behind is a sales conversation months out; transient pace behind is a pricing conversation weeks out. The segment says which team.
The rooms a property typically adds between this point and the stay month, from its own past snapshots. A property that needs 800 rooms of pickup and has historically picked up 500 from here is not going to reach budget without a change, and the report says so in month minus four rather than month zero.