Over the past decade, pricing-centric revenue management has gained traction. This model keeps rooms available across all channels—even during peak demand—relying solely on dynamic pricing to influence booking behavior. While favored by some for its flexibility and perceived ease of use, it assumes rate adjustments alone can optimize performance. That assumption overlooks a critical element of effective strategy: inventory control.

The Risk of Pricing Without Context

It’s easy to understand why pricing-centric revenue strategies have caught on. At first glance, they offer a straightforward solution: keep rooms open and adjust rates dynamically to capture demand. For many hoteliers, especially those juggling multiple priorities, this simplicity feels like a relief—an intuitive way to stay responsive without getting bogged down in complexity.

But this perceived convenience can be misleading. While simple-to-grasp rate adjustments may seem like a smart fix, relying on pricing alone often sacrifices long-term performance for short-term ease. Without inventory controls, hotels risk undermining their strategy—especially during high-demand periods.

For example, accepting high-rated, short-stay bookings might block longer-stay guests who would generate more revenue overall. On paper, the rate looks good. In practice, it’s a loss. Hotels that rely only on surge pricing often miss this nuance, leading to significant revenue shortfalls.

What’s often overlooked is that advanced systems like IDeaS G3 RMS, while sophisticated behind the scenes, are designed to simplify decision-making for users. They automate complex forecasting and inventory control processes, allowing hoteliers to make smarter, more profitable decisions—without needing to manually manage every detail. In fact, many users find G3 RMS easier to operate than competing systems, precisely because it handles much of the complexity while they steer the overall strategy.

“IDeaS makes everything straightforward and easy to understand, from navigating the system to implementing effective strategies. With G3 RMS, it’s simple to access historical data and explore scenarios using features like ‘What If,’ allowing us to take calculated risks without any actual exposure.”

Penpa Tsering, Director of Revenue, Inn on the Alameda.

Smart revenue strategies weigh more than just rate. They consider stay length, demand across dates, ancillary spend, and displacement cost before allocating inventory. With the right tools, strategic control doesn’t have to be complicated—it just has to be intentional.

Inventory Control: The Strategic Lever Hotels Can’t Ignore

Controlling inventory through dynamic rate restrictions uses advanced analytics to evaluate all possible stay combinations. These predictions are complex and require evolving algorithms—not simple rules.

Done right, inventory control helps stretch demand from busy nights into adjacent shoulder periods. It also signals genuine scarcity to guests, avoiding inflated rates that erode trust.

Solely relying on pricing to tame demand, and pricing models like surge pricing, treat each night in isolation. They don’t forecast total occupancy across dates, which means availability often closes based on booking order—not strategy. In contrast, advanced forecasting looks at room type, booking window, and stay composition to make smarter, forward-looking decisions. Without this, hotels risk selling out on a single night and blocking multi-night stays.

The Dynamic Threshold: Why Last Room Value Matters

IDeaS offers a powerful tool for strategic revenue management—the use of Last Room Value (LRV). LRV sets a dynamic threshold based on system-generated forecasts and publicly available market inputs, helping hospitality providers evaluate booking value when inventory is tight.

Unlike models focused on maximizing Average Daily Rate (ADR), LRV aims to optimize Revenue per Available Room (RevPAR) by weeding out lower value bookings, driving length of stay and improving premium room/rate sales. It protects inventory and ensures each booking delivers maximum value. For example, during a peak demand period it may choose to reject a highly rated single night booking to accommodate a two-or-more night booking that’s offered at a lower nightly rate but ultimately drives more revenue.

Embedding LRV into pricing recommendations helps hoteliers move beyond manual controls and shift from ADR-focused tactics to RevPAR-driven strategy. It ensures rooms are only sold when they meet profitability thresholds, supporting better inventory stewardship and prioritizing high-value demand.