Strategy for a property is a small number of decisions: which segments to win, what the property can say that competitors cannot, which channels to hold and which to shrink, how rates are fenced across seasons, and what has to be fixed before any of it is bought. We make those decisions with you, write them down, and attach a number to each.
What the property is for, stated so a guest and an engine can repeat it. One sentence per priority segment, tested against what the comp set already claims.
Where revenue should come from in twelve months, what each channel costs all in once commission, programme fees, payment charges and cancellations are counted, a parity check across your top platforms and sampled dates, and which channels shrink rather than disappear.
Rate levels, fences, inclusions, member and direct rates, and length-of-stay rules that survive both parity obligations and a quiet Tuesday in November.
Where the season, the events and the compression dates sit, and which weeks need demand rather than discount.
The work that must happen before media is bought: booking path, parity, tracking, room pages. Ordered by payback.
The four commercial numbers, targets for day 90, who owns each action, and the weekly and monthly rhythm that keeps it on track.
The plan, the channel-cost model behind it, a 90-day sequence with owners and dates, and a scope for the Growth partnership if you want us to run it. Presented to the owner and the commercial team together, then left with you to run yourselves if you prefer.
The targets are what the plan is designed to reach, and the evidence for them is in the model. We commit to the work and the cadence. The numbers depend on the market, and the plan states that plainly.
Where direct revenue is lost between a guest's first search and a confirmed booking, why, and what to fix first.
The partnershipYour comp set measured rather than assumed: rate position by date and room type, channel presence, review velocity, share of AI answers, paid activity and what each competitor is selling that you are not.
The partnershipWe run the plan monthly, with a weekly note, a monthly report in commercial numbers and a quarterly review where we say what to stop.