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Closing the Gap Between Hotels and Social Media Strategy

Welcoming back Calvin Tilokee, the brain behind the famous Instagram page RevParblems. The last time we had him on, Calvin shared with us the affects the pandemic has had on the hotel industry. Since then, Calvin has now started his own social media management company Revpar Media. Calvin has spent his 2020 quarantine immersing…

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Welcoming back Calvin Tilokee, the brain behind the famous Instagram page RevParblems. The last time we had him on, Calvin shared with us the affects the pandemic has had on the hotel industry. Since then, Calvin has now started his own social media management company Revpar Media.

Calvin has spent his 2020 quarantine immersing himself in the industry and creating a niche company. With his social media expertise, he is bridging the gap between hotels and social media strategy.

During this turbulent time, so many individuals in the travel and hospitality industry have been furloughed or let go–which begs the question, what does one do now? Without a doubt, this is a time of change. This is the time for those in the industry to explore their Plan B options and use this time to explore new hobbies and untapped skills. The travel industry is rapidly changing as the world shifts to battle this pandemic.

Shifting the conversation to the travel industry, we recently discussed the EU Travel Ban. The United States has been seen as a threat for public health and it goes to show that the US really needs to get things together. The country is so focused inwards, turning a blind eye to how other countries have responded to the pandemic on a global level. Learning about other countries’ responses could shed some light as to where America needs to improve.

In other big news, Qantas had just announced that they will not be doing international flights until March of 2021. It will be interesting to see what other airlines will follow suit.

Now as the travel industry is looking towards Q4, it will really be a make or break time for hotels. If a recovery isn’t seen in the last quarter of this year, we might likely not see a rebound until Q2 of next year. Ultimately, the biggest question is how long can businesses sustain themselves without revenue. There is no blanket answer to that. It is the harsh reality that we are currently living in.

All in all, this is a time for shifting. From work to our routines to the way we travel, we are seeing everything evolve.

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If a competitor's move triggers your rate change, that is market-based pricing, not dynamic

If a competitor's move triggers your rate change, that is market-based pricing, not dynamic

Lighthouse writer Joe Hanly published a ten-strategy hotel revenue management guide on Hotel News Resource on September 8, ranking real-time dynamic pricing first. Its most useful content is a test: a hotel whose rate changes mostly follow a competitor's move is running market-based pricing, whatever it is called internally. A companion explainer says audit the compset and rate plans first.

  • 01Market-based and dynamic pricing both watch competitors; the line Lighthouse draws is whether a competitor's rate is the trigger or one input alongside local events, booking pace and market trends.
  • 02Properties that have gone years without a structured rate-plan review often carry more active plans than anyone tracks, and those legacy floor rates and stay restrictions sit under any pricing engine layered on top.

Sep 18, 2026

STR said summer 2025 was the weakest in four years so far

STR said summer 2025 was the weakest in four years so far

STR said summer 2025 was the weakest U.S. hotel summer in four years: as of an Aug. 22 weekly report (with two weeks left), hotels had sold 1.4 million fewer room nights than summer 2024 and top 25 market weekday RevPAR was down 2.3% in mid-August. STR said business travel plateaued while leisure held up weekends. Hotel Dive reported widespread U.S. RevPAR growth in Q1 2026, making 2025 the comparison base.

  • 01Weekday performance is the cleaner read on corporate demand: in the week ending Aug. 16, 2025, top 25 market weekday RevPAR fell 2.3%, per STR; in that same STR update, non-metro and rural areas posted a 0.7% full-week RevPAR gain.
  • 02The 2025 demand loss was concentrated, not spread evenly: STR traced 45% of the economy-class decline to 10 markets, with Houston and Las Vegas alone near a quarter of it, so a national average can hide a very different local picture.
  • 03The gap between occupancy on the books and occupancy actually realized, flagged by CoStar in Las Vegas, Houston, Philadelphia and Orlando in June 2025, is a sharper thing for a revenue manager to track than headline RevPAR.

Sep 18, 2026

Aimbridge's LIFT tool flags hotel staffing gaps before the financials do

Aimbridge's LIFT tool flags hotel staffing gaps before the financials do

Aimbridge Hospitality has rolled out LIFT, an in-house labor tool, portfolio-wide. It puts forecasting, scheduling and on-floor actuals into one view, and pilot hotels saw the largest productivity gains in housekeeping and laundry. For owners, Aimbridge positions it as a way to spot staffing variance sooner than waiting for month-end financials.

  • 01Hotel Business describes LIFT as a proprietary tool that Aimbridge has launched across its own portfolio, which turns labor analytics into a point of comparison between third-party operators.
  • 02Housekeeping and laundry were where pilot hotels saw the biggest productivity gains, which suggests demand-driven scheduling tools have the most room to act in departments where daily workload swings with occupancy.
  • 03Aimbridge has not published numeric pilot results; the signal to watch is whether it releases labor-cost or GOP flow-through figures from the full rollout, which would give owners a real benchmark.

Sep 17, 2026

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