What does a hotel revenue management agency do?

It forecasts demand, sets and adjusts room rates, and shapes the distribution mix so that a hotel earns more from the same rooms. TWENTYONE, in Athens, reads a property's pick-up, pace and channel data, builds a rate architecture with dynamic pricing inside a floor and ceiling the brand sets, and reviews it weekly through the season.

What is dynamic pricing for hotels?

Rates that move with demand between a floor and a ceiling. The floor is a brand decision that holds in a soft week; the ceiling is set by the market and is usually higher than expected. Minimum stays and arrival controls shape the shoulder season without cutting the published rate.

Is outsourced revenue management worth it for a small hotel?

It is most useful to properties without a full-time revenue manager, where pricing is decided by instinct or by the last soft week. The value comes from reading pace and denial data and from not repeating discounts that teach the market to wait.

How do you reduce OTA commission?

By pricing every channel honestly — commission, payment fees, cancellations and guest quality — and by making direct booking genuinely better rather than merely cheaper: the room you can choose, the arrival time you can request, and a person who answers within the hour.

How long is a revenue management engagement?

TWENTYONE works through at least the season that follows, typically twelve months, because revenue management is a weekly rhythm of pick-up reviews and small decisions rather than a one-off report.

Hotel revenue management agency

Hotel revenue management agency in Greece.

TWENTYONE is a hotel revenue management agency for refined hospitality brands. We read demand, seasonality and channel behaviour, then shape a pricing and distribution architecture that protects the brand while lifting what every room actually earns — and we stay through the season to run it.

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The problem

A discount is a decision you only get to make once

Occupancy softens and the first lever anyone reaches for is price. It works — once. The rooms fill, the month closes respectably, and a quiet lesson is taught to the market: this property discounts in autumn.

The following year that lesson is repeated back to you. Bookings that would have arrived in July wait until September, lead time collapses, and the rate you publish in high season begins to look like an opening bid. Almost nothing in hospitality is as expensive as a habit of cutting — and it is exactly what hotel revenue management exists to prevent.

The read

Hotel revenue management starts with forecasting

We do not arrive with a formula. We arrive with two weeks inside your numbers — three years of history where it exists, pick-up by day, by segment, by channel — and leave with an architecture the property can actually run.

Pace: How the book is filling against the same point last year and against what the market around you is doing. Decisions are taken on the curve, never on the number in the room today.
Segmentation: Leisure, corporate, group and wholesale read separately, because they book at different times and respond to different things.
Denial & regret: What you turned away and at what price — the half of the data most properties never look at, and the half that tells you where the ceiling really is.

The lever

Pricing inside boundaries you set

Rate architecture: A structure a guest understands at a glance: room types that are genuinely different, restrictions that make sense, packages that add rather than discount.
Dynamic pricing: Rates that move with demand between a floor and a ceiling. The floor is a brand decision and it is not negotiable in a soft week; the ceiling is a market one and it is usually higher than anyone expects.
Length of stay: Minimum stays and arrival controls used to shape the shoulder rather than to punish the guest — the quiet lever that lifts occupancy without touching the published rate.

The mix

The channel mix you chose on purpose

OTAs are not the enemy. They are extraordinary at reach, expensive at loyalty, and very good at becoming the default. Almost no property decides to reach eighty percent OTA share; it arrives one good summer at a time. Hotel revenue management that ignores distribution is optimising the rate and leaving the margin behind.

True cost: Commission, payment fees, cancellation behaviour and the cost of the guest who never comes back — set against acquisition cost on the direct side, so the comparison is real.
Guest quality: Length of stay, spend on property, review behaviour and repeat rate, read by channel. Some expensive channels are worth it; some cheap ones are not.
Rate integrity: Where your rate is appearing that you did not authorise, and what to do about it. Loose wholesale contracts undercut the direct rate you are asking guests to trust.

The systems

Decisions that reach every channel at once

A pricing decision is worth nothing until it is live. Because we build the PMS with the channel manager inside it, a rate or a restriction changes on the hotel website and on every connected OTA in seconds — the moment the decision is made, not the moment somebody has time to enter it twice.

It is also why hotel website development and pricing are planned together here: the booking engine on your own site is where a better rate earns the most, because no commission comes off it.

And the reports are the ones revenue work actually needs: occupancy, ADR, RevPAR, pace against last year and source of business, exported the way your owners want to read them.

The rhythm

We stay through the year

Hotel revenue management is not a document. It is a weekly meeting, a pick-up report read properly, and a hundred small decisions that compound. We sit in that meeting for the season that follows, and we are measured on what the property keeps rather than on what we bill.

Every point of commission moved to direct is a point of margin that survives to the bottom line. We track it as a monthly line item, so the shift is visible rather than asserted.

The practice

A hotel revenue management agency that stays small

19 years of work in hospitality and travel, a deliberately small number of properties each year, and engagements measured in seasons rather than projects. Clients include SCORPIOS, TRVL AIR, DOMUS ODYSSEY, TERESA LUXURY SUITES THASSOS, ELITE URBAN SUITES, NAKA BLUE and BRISOT COMFORT LIVING POROS.

Common questions

What does a hotel revenue management agency do?: It forecasts demand, sets and adjusts room rates, and shapes the distribution mix so that a hotel earns more from the same rooms. TWENTYONE, in Athens, reads a property's pick-up, pace and channel data, builds a rate architecture with dynamic pricing inside a floor and ceiling the brand sets, and reviews it weekly through the season.
What is dynamic pricing for hotels?: Rates that move with demand between a floor and a ceiling. The floor is a brand decision that holds in a soft week; the ceiling is set by the market and is usually higher than expected. Minimum stays and arrival controls shape the shoulder season without cutting the published rate.
Is outsourced revenue management worth it for a small hotel?: It is most useful to properties without a full-time revenue manager, where pricing is decided by instinct or by the last soft week. The value comes from reading pace and denial data and from not repeating discounts that teach the market to wait.
How do you reduce OTA commission?: By pricing every channel honestly — commission, payment fees, cancellations and guest quality — and by making direct booking genuinely better rather than merely cheaper: the room you can choose, the arrival time you can request, and a person who answers within the hour.
How long is a revenue management engagement?: TWENTYONE works through at least the season that follows, typically twelve months, because revenue management is a weekly rhythm of pick-up reviews and small decisions rather than a one-off report.

The services behind it