How a competitive analysis works in the hotel segment
Most houses know who their competition is. Very few know what those competitors do better, and where their own gap sits. A structured competitive analysis closes that: rate positioning, occupancy, product profile, digital visibility. Typical fit is city and resort hotels with 40 to 120 rooms that want to reposition or stress-test their rate strategy. This is a representative pattern, not a specific client engagement.
What I do
First, we define the relevant competitors together with the GM: usually five to eight houses in the same segment and market. Then the data collection runs. Sources are public booking platforms, mystery shopping, review platforms, and RevPAR benchmarks. We mirror the house's own positioning against the competitors on product, rate, and perception. In most cases this surfaces concrete pricing gaps: houses sitting below market with equivalent product, losing revenue every day and not knowing it. The final report names the action items directly. No detours.
Method
Typical outcomes: 8 to 15% lift in average daily rate (ADR) through targeted pricing corrections
"The lowest rate does not win. The right rate wins."
City hotel or resort hotel, 40 to 120 rooms, DACH region (Germany, Austria, Switzerland)
The analysis is not a snapshot. It is a basis for decisions. If you know where you stand, you can steer.