Answers · Hotels · 4 questions
Updated 25 Oct 2026 · Reviewed by Mohammad Shakir, Co-founder & CEO
Collecting competitor rates is the easy half; the harder half is what to do with them. These answers cover the judgement calls: reacting to sell-outs, deciding whether to match a lower rate, and balancing your RMS against your own reading of the market.
A sold-out competitor is a demand signal. Hold or raise your rate for those dates rather than matching a price that no longer exists.
Track availability as well as price. Sell-outs across several competitors on a date usually mean strong demand.
Not by reflex. First check that the rates are comparable on room, inclusions, cancellation and member vs public price, then look at your own pace and demand before moving.
If you are filling at current prices, matching gives away revenue. If you are behind pace and the competitor is truly comparable, a targeted move on affected dates is better than a blanket cut.
Let the RMS handle routine pricing and review its recommendations, with manual overrides for events, groups and anything the system cannot know.
Fully manual pricing does not scale and fully hands-off pricing misses context. Track whether your overrides actually help.
Use both for different questions. The published rate shows market positioning at a point in time; the achieved rate shows whether that positioning converted.
Competitor achieved rates are rarely visible, so published rates are the practical benchmark. Compare them with your own achieved rate and occupancy.
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