An initial audit,
start to finish.
This is a sample from the audit I produce for every hotel before we start working together. The data belongs to a 14-room rural hotel in Mallorca and has been anonymised; the analysis and the conclusions are real.
We start by framing the business in context — three years of trend, 2024 → 2025 → 2026 (on the books) — to see where growth has come from and how the booking pace compares to last year. From there, we identify concrete opportunities — cancellation policy, day-of-week pricing, channel mix, minimum-stay rules, group bookings, the booking engine, revenue-management signals, digital acquisition (Google Ads / PMAX), newsletters, the website, branding, pricing strategy — areas where additional revenue can typically be generated without changes to the product or to marketing spend.
Three example findings.
This isn't the full audit — that covers more ground — but these three give a clear sense of the kind of opportunities that come up.
Flat ADR across the week
After framing the business, we look at how revenue is distributed across days of the week. The pattern tells a clear story about the flexibility — or lack of it — in the pricing strategy.
In a leisure hotel where more than half of guests stay 4 nights or fewer, Friday and Saturday should be the strongest days — both in occupancy and in rate. They are not here. A comparable Mallorca hotel with this profile should comfortably be able to apply a 10–15% ADR premium on Fridays and Saturdays.
Booking.com — markup and cancellations
Booking.com is the second channel after direct and accounts for about 30% of volume. How it is priced and how it cancels defines a large share of the hotel's net result. That is why we look at it in detail — volume and behaviour.
Adjusting the Booking.com markup can be a strong opportunity, and managing its high cancellation rate is another important area to keep an eye on.
Length of stay and single nights
The last part focuses on the piece with the biggest structural upside: how the calendar is being filled and where empty gaps remain. The current minimum-stay policy leaves money on the table consistently.
The length-of-stay distribution is bimodal with peaks at 3 and 7 nights. One-night stays are only 4.2%, blocked by a minimum-stay restriction. There is a clear opportunity to generate roughly 5% incremental revenue by opening targeted gaps to one-night stays, without cannibalising existing demand.
What would yours look like?
The first audit is complimentary. If you share your data with me, in a week or two I will deliver an analysis with the same structure, tailored to your hotel — and then we decide together whether it makes sense to keep working.
Request an initial audit →