Quick answer
A weekly revenue meeting works when it’s time-boxed, KPI-led, and ends with clear decisions (rates, rules, promos). Use the agenda below to review booking pace and channel mix in 45 minutes and leave with actions your team can execute.
45-minute weekly revenue meeting agenda
- 0–5 min: Scorecard review (RevPAR / ADR / occupancy + channel mix)
- 5–15 min: Booking pace & pickup (next 14/30/60 days)
- 15–30 min: Pricing decisions (top 10 dates that matter)
- 30–40 min: Distribution & conversion (parity issues, listing conversion, website conversion)
- 40–45 min: Actions + owners (what changes, who owns it, when it’s done)
Weekly revenue scorecard (simple fields)
- RevPAR (this week, last week, same week last year)
- ADR (by room type if possible)
- Occupancy
- Pickup (next 7/14/30 days)
- Channel mix (Direct vs OTA, top 3 channels)
- Cancellations / no-shows (trend)
The decision checklist (what to change weekly)
- Rates for top demand dates (events, weekends, holiday peaks)
- Rate fences (refundable vs non-refundable, packages/value adds)
- Restrictions (LOS, CTA/CTD) where appropriate
- Promo decisions (only if conversion needs it—avoid discount spirals)
- Fix parity leaks + mapping issues on OTAs
- Direct booking conversion improvements (speed, trust, UX)
Internal links (use these in your SOP)
Key takeaways
- Time-box the meeting to 45 minutes and focus on decisions—not reporting.
- Review pace, pickup, and channel mix before touching pricing.
- Assign owners for every action and log what changed (and why).
- Use a simple scorecard so trends are visible week over week.
Last updated: 2026-04-25
FAQ
What should be in a weekly hotel revenue meeting?
A weekly hotel revenue meeting should cover pace/pickup, channel mix, pricing decisions for key dates, and a short action list with owners and deadlines.
How long should a revenue meeting be?
45 minutes is a good default. If you can’t decide in 45 minutes, simplify the scorecard and remove low-impact discussion.
Who should attend the weekly revenue meeting?
At minimum: owner/GM, revenue lead, and whoever owns OTA distribution and direct booking conversion. Keep it small and decision-focused.
What KPIs should we track weekly?
RevPAR, ADR, occupancy, pickup by segment/channel, direct vs OTA share, and cancellation/no-show trends.
What’s the biggest mistake teams make?
Spending the whole meeting explaining numbers instead of deciding actions (rate/rule/promo) and assigning owners.
Related posts
About the author
RevNext Team
Weekly execution systems for pricing, distribution, and conversion.