Price with precision.
Grow with confidence.

RevPAR stands for revenue per available room. It measures how much room revenue a hotel earns per available room, whether or not that room was sold – which is what makes it the industry's most useful single performance figure, because it captures rate and occupancy in one number. A hotel can raise its average rate and still see RevPAR fall if occupancy drops far enough. Managing that trade-off is exactly what a revenue management system exists to do.

There are two ways to calculate RevPAR and both give the same answer. Divide total room revenue by the number of available rooms for the period. Or multiply your average daily rate (ADR) by your occupancy rate. A hotel with an ADR of 1,200 SEK and 70% occupancy has a RevPAR of 840 SEK. Available rooms means every room you could have sold, including the ones that stayed empty – that is the part most often got wrong.

There is no universal benchmark. A good RevPAR depends entirely on your market, your season and your property class – a figure that would be excellent for a rural cabin village would be poor for a city-centre hotel, and any vendor quoting a single target number is guessing. The only two comparisons that mean anything are against your own performance for the same period last year, and against a competitive set of genuinely similar properties.

A revenue manager decides what to charge, for which room type, on which date, through which channel – balancing rate against occupancy to grow RevPAR rather than either one on its own. At most smaller properties this is the general manager doing it in the evening, on instinct and a spreadsheet. That is the work a revenue management system automates: VISIT's embedded RMS handles the routine rate decisions so the judgement calls are the only ones left.

They solve different problems. A property management system (PMS) records and operates what has been booked – reservations, check-in, housekeeping, invoicing. A revenue management system (RMS) decides what to charge before the booking happens, using demand, competitor rates, booking pace and remaining availability. The PMS is the system of record; the RMS is the pricing brain that feeds it. In VISIT the RMS is embedded, so there is no integration between the two to maintain.

Hotels using VISIT's embedded revenue management system report an average RevPAR increase of 13%, a return on investment of 5 to 20 times, and break-even within one to three months. Results vary with market and starting point – a property already pricing dynamically by hand has less headroom than one holding static rates all season. Most of the gain comes from reacting to demand shifts faster than a manual process can.

Customers typically report saving between 20 and 40 hours a month on manual pricing work. That is the time spent checking competitor rates, adjusting rates by date and room type, and pushing changes out to each channel one at a time. With VISIT's Autopilot handling the routine decisions that work disappears, and the team is left with the strategic calls – which is the actual point, rather than the hours themselves.

Yes – you can switch between Autopilot and manual control at any time, by date or by room type. Pace Pricing also lets you define your own rules, so rates adjust automatically against occupancy thresholds you set rather than against a model you cannot inspect. This matters more than it sounds: the most common reason hoteliers abandon an RMS is losing the ability to override it on a date when they know something the system does not.

No. VISIT's revenue management system is embedded in the platform rather than bolted onto it, so rates are managed in the same place as reservations and availability – nothing extra to install, no second login, no data syncing between two tools. Onboarding is included. For a team already using VISIT, the practical change is a new set of controls inside a familiar screen, not a new system to adopt.

VISIT's embedded revenue management system is powered by Price My Hotel Room (PMHR), a specialist hotel revenue management provider, rather than built from scratch in-house. The pricing intelligence comes from PMHR; the integration into reservations, availability and channel distribution is VISIT's. You get specialist pricing logic without running two systems or maintaining a connection between them – which is the argument for an embedded RMS over a third-party one.

Cost depends on how many rooms you are pricing and whether revenue management is added to an existing VISIT setup or bought as part of a new one. Because VISIT's RMS is embedded rather than a third-party integration, there is no separate connector to licence or maintain – a cost line stand-alone RMS vendors usually carry. Weigh it against the reported 13% RevPAR gain and 5-20x return rather than against the monthly fee alone.

It depends on booking volume, not on size in rooms. Automated pricing needs enough booking data to detect a demand pattern, so a property taking very few bookings a week gives the model little to work with. Below that point rule-based pricing is the better tool – VISIT's Pace Pricing adjusts rates against occupancy thresholds you set, which works at low volume where a demand model does not. Ask any RMS vendor where their volume floor sits.