Direct booking strategy and data
A quarterly plan, a live dashboard and one page a month. Direct bookings, cost per booking, revenue against OTA cost. If the cost per direct booking is above the commission it replaces, the work is not paying and we will be the ones to say so.
A 30-minute video call. The audit document and the 90-day plan.
Four reports and no answer
The channel manager says one thing, Analytics another, the agency deck a third, and none of them tells you what a direct booking actually cost. So the OTA contract gets renewed by default, because at least the commission is a number everyone agrees on.
Strategy & Data
A quarterly plan
What we take next and what we drop, written down before the quarter starts, with the occupancy and ADR reality of the season attached.
A live dashboard
Direct bookings, cost per direct booking, revenue by channel and OTA cost avoided. Open to your team at all times, not a screenshot in a deck.
Channel mix reading
Where the nights actually come from, what each channel really costs once commission and rate parity are counted, and which one to move first.
A monthly meeting and a one-page report
Thirty minutes and one page. The page opens with cost per direct booking against the commission, because that is what the director looks at.
Tracking that survives audit
Booking-engine events, attribution and consent set up so the numbers hold up when finance asks where they came from.
How it runs
- 01
01 · Fix the measurement
Before any plan, the numbers have to be true. Engine events, channel tagging and consent first, because a plan built on bad data is a guess.
- 02
02 · Set the quarterly plan
One commercial objective, the levers that serve it, and what we are explicitly not doing. Signed off before the quarter starts.
- 03
03 · Run and watch
The dashboard is live, so nobody waits until month end to notice a channel moved or a season underperformed.
- 04
04 · Report and decide
One page, one meeting, one decision. If something is not paying, it gets cut in the meeting, not carried into the next quarter.
What changes
One number everyone agrees on: cost per direct booking.
Channel mix decisions get made on data instead of on habit.
Revenue by channel is visible without waiting for month end.
Work that is not paying gets cut inside the quarter.
Who we work with
Boutique hotels
The specialty. Independent, one house, nothing to hide behind.
Regional chains
Five to thirty properties, one brand, thirty different websites.
Resorts & holiday hotels
A season that has to be sold before the season starts.
City & business hotels
Weekday occupancy is a sales channel, not a content calendar.
Serviced apartments
Off the platform, onto your own booking page.
Rural & experiences
Nobody searches your village. They search the reason to go.
Questions
Does this replace our revenue manager?
No. Revenue management sets the rate and the inventory; we bring the demand to the channel that keeps the margin. The dashboard is built so both jobs read the same numbers.
What tools does the dashboard use?
Whatever your stack already runs — booking engine, PMS export, analytics — assembled into one view in your accounts. No proprietary black box you lose access to.
How do you calculate OTA cost avoided?
Direct bookings in the period multiplied by the commission rate in your own OTA contract, on the same room revenue. Your rate, not a market average.
What if the numbers say it is not working?
Then the report says it, in the first line, and we bring a change of plan to the meeting. Hiding a bad quarter is how an agency buys three months and loses the contract.
Book your free audit
A 30-minute video call. The audit document and the 90-day plan.