Peak season used to feel like a safety net. But for many hotels, that assumption is becoming dangerous. In this episode of The Hotel Business, Ludan starts with a real Labour Day observation from Phuket: a Patong hotel that reported around 60% occupancy during a period many operators would expect to sell strongly.

The episode looks at why this is not just a Phuket story. Flights, airfares, fuel prices, exchange rates, safety concerns, booking windows, and new supply can all reshape demand before guests ever reach your booking engine. It also explains why a simple rate cut may not solve the problem when guests are worried about access, total trip cost, cancellation risk, or value.

Demand has not disappeared; it has been redistributed. For hotels preparing summer strategy, the real question is: are you still waiting for last year’s guests?

Timeline

00:00 Opening: peak season is no longer a safety net

00:25 Phuket Labour Day: why 60% occupancy matters

01:23 Chinese New Year signal: guests are spending differently

02:28 External risk: flights as the entrance to hotel demand

03:43 Fuel prices, total trip cost, and the rate-cut trap

06:02 Rising supply: hotels competing with villas, apartments, and rentals

07:19 Redistributed demand: rail, self-drive, and short-haul trips

08:43 Summer strategy and the harder questions hotels should ask

Written Version

If you prefer to read, search for Ludan Zhang on LinkedIn. I share selected written versions and practical notes there.

In this episode of The Hotel Business, I share a real holiday stay at an island resort in Indonesia during Chinese New Year. The hotel was almost full, the lobby was busy, and families were everywhere. But inside the guest journey, several revenue opportunities were quietly missed.

We talk about why free room upgrades can weaken room-type value, why a closed resort environment needs stronger retail design, what hotels can learn from Atour’s sleep-product retail logic, and why restricting outside food delivery does not automatically improve F&B revenue.

The main question is simple: once the guest is already inside the hotel, does the hotel know how to convert that demand into better revenue?

Timeline:

00:00 Opening: why full hotels can still leak revenue

00:43 The Indonesia resort stay and the revenue conversion question

01:50 Room upgrades: when premium inventory becomes a free gift

03:08 Why room types should be treated as revenue products

04:22 Resort retail: guest needs after arrival

06:00 Atour example: turning hotel experience into retail

07:33 F&B restrictions: blocking choice does not create value

10:00 Revenue design across the whole guest journey

11:49 Takeaway: full occupancy is only the starting point

If you prefer to read, search for Ludan Zhang on LinkedIn. I share selected written versions and practical notes there.

In this episode of The Hotel Business, Ludan shares a real competitor analysis where a hotel saw itself as a stylish five-star lifestyle property — but OTA business-loss data suggested guests were comparing it with four-star alternatives.

This episode looks at why internal positioning can mislead pricing, how OTA data reveals the hotels guests actually choose, and why a competitor set should not be built only from what the owner, brand, or meeting room believes.

The key question is simple: are you pricing against the hotels you admire, or the hotels your guests actually choose?

Timeline:

00:00 Opening: why competitor selection can break hotel pricing

00:39 A real competitor analysis behind this episode

01:24 OTA business-loss data and the uncomfortable comparison

02:10 When a five-star hotel looks like an expensive four-star alternative

03:44 Why meeting-room positioning is not market reality

05:22 Three types of competitors hotels should separate

06:46 The real question: did this hotel take business away from us?

07:17 Why the wrong comp set distorts pricing, promotions, inventory, and forecast

08:03 What to check in OTA data before changing rates

08:33 Closing question: who are you really pricing against?

If you prefer to read, search for Ludan Zhang on LinkedIn. I share selected written versions and practical notes there.

Your guest is eating — just not with you.

In this episode of The Hotel Business, Ludan looks at why city hotel F&B revenue often depends less on menu pricing and more on how many spend moments the hotel captures during one stay.

Many hotels focus on average check, discounts, or another set menu. But the bigger issue is often the guest journey. Does breakfast lead to coffee? Does the bar lead to dinner? Does the room stay lead to in-room dining?

This episode explains why average check improves one transaction, but dining frequency changes the business, and why city hotels are not only competing with other hotels — they are competing with cafés, restaurants, malls, delivery apps, and the whole city outside.

The question is simple: is your hotel feeding the guest once, or designing a journey that makes them stay?

【Timeline】

00:00 Opening: the F&B profit black hole

00:48 Why price, menu, and promotions may be the wrong questions

01:10 The real question: how many spend moments one guest creates

02:01 Hotel A vs. Hotel B: one breakfast versus a full-day journey

03:18 Why outlet reports miss the guest journey

05:13 City hotels compete with the whole city

06:07 Dining frequency and different guest needs

07:29 Final takeaway: F&B is a journey business

【Written Version】

If you prefer to read, search for Ludan Zhang on LinkedIn. I share selected written versions and practical notes there.