booking pace report hotel

Hotel Business Intelligence in Action: Interpreting Booking Pace

booking pace report hotel

Business Intelligence (BI) is the process that is at the core of the “big data” articles and discussions that you have likely read about in the hospitality press this year. And while “big data”, as the name implies, refers to  harnessing information from massive amounts of data at the enterprise and industry levels, the core business intelligence processes and technologies supporting big data can and should be focused on individual business units – in our case, hotels.

When we apply business intelligence in the context of hotel sales, marketing and revenue management, it makes sense that BI can lend the most support to considerations that depend on data-intensive calculations that are beyond the scope and capability of a hotel’s systems and processes. One such area is understanding booking pace – that ubiquitous determination of what is sold (“on the books”) for a future period, compared to what was sold for the equivalent period at the same time last year. This is considered a critical measure in most hotels and hotel companies, and many go to great lengths to regularly compile this indicator with differing degrees of granularity.

And while business intelligence can greatly assist in this area by automating the continual calculation of hotel booking pace at very granular levels (for instance, down to the level of a single rate program or negotiated account) and in non-traditional ways (viewing booking pace by channel, room type or source market for example), perhaps the biggest advantage that BI brings is in providing the means to help  interpret  booking pace. Here we will consider three relevant areas in which hotel business intelligence can help to assess what a measure of booking pace really means for a hotel:

Increases in booking pace should be interpreted relative to forecasted demand

At the market segment level, group booking pace is often monitored closely, with increases over the prior year encouraged and rewarded. Though it is true that group booking pace being up is likely an indicator of increased sales manager engagement/performance, whether or not this state is desirable for a given future period depends largely on forecasted demand for that period and group rates relative to the forecasted demand of other segments. Even at the house level – and even with year-over-year ADR growth – increases in booking pace are not always desirable. Selling out a given date range prematurely can lead to missed late-booking opportunities, and this can translate into market share declines. BI can help by providing the means to continually monitor booking pace (and remaining capacity) at the necessary level of detail, for instance by market segment. Manual processes (such as manually updated Excel models) fall short here due to the data-intensive nature of the required calculations.

Declines in booking pace should be interpreted relative to changes in lead time

Apart from the insinuation of the paragraph above, there are other reasons why a decline in booking pace is not necessarily cause for alarm. One such consideration is the lead time of bookings (how far in advance bookings are reserved prior to arrival), specifically reductions in lead time year-over-year.  As we know, there are many factors that affect how far in advance guests book, from the general economic climate to specific circumstances in feeder markets (cultural, political or economic), to the impact of technological advances such as mobile booking devices and platforms. When we can measure and understand lead time with great precision (which is accomplished through the application of hotel business intelligence), then we can better interpret booking pace.

A year-over-year reduction in lead time (be it general or for a given market segment or feeder market) would manifest itself as a decline in booking pace. For instance, we wouldn’t have as many rooms on the books for the upcoming month as we did at this time last year. However, if we knew that this was merely the result of shortened lead times (for whatever reason) then we would know to not be alarmed (the business will materialize; it will just book closer to arrival in accordance with the observed trend). Our actions would reflect this calm, and would likely be very different from our actions if we had only noted a decline in booking pace without observing the trend in lead times. Also note that as opposed to the “natural” factors listed above, there may also be “manufactured” factors (such as our own pricing/promotional tactics) that affect lead time. Here too, the application of business intelligence provides the means to assess those factors and make informed decisions.

Booking pace itself has a pace that should be monitored and understood

A bit trickier to grasp (but still very sensible) is the concept of the “pace of booking pace”. What we mean here is that booking pace at any point in time for a given future date range is a dynamic measurement.  What we have on the books now for next month relative to the same measure one year ago provides us with only a singular data point. This data point itself is meaningful, but we should also understand how it is changing over time. What was that data point (the booking pace surplus/deficit) four weeks ago for the same upcoming month? What was it two weeks ago? From this series of data points, is the booking pace for the upcoming month increasing or decreasing? If we use business intelligence to help us measure and track booking pace – and the pace of booking pace – then we can create more accurate hotel forecasts and make better revenue management, sales and marketing decisions.

These are some of the primary considerations that should be taken into account when interpreting the booking pace of a hotel or hotel portfolio. No doubt, this list could be expanded to include other areas of consideration. The applicability of business intelligence to the interpretation of hotel booking pace is quite clear: the data-intensive nature of the booking pace calculation itself (when computed continually and with an optimal level of granularity) necessitates such supportive processes and technology. Add to this calculation the proximal factors that increase the accuracy of our interpretation of booking pace  – such as forecasted demand, lead time and the pace of booking pace itself – and we likely (hopefully) won’t look at booking pace the same way again.

booking pace report hotel

Is Your Hotel Ready for Business Intelligence?

booking pace report hotel

How to Apply Hotel Business Intelligence to Marketing: Performance, Planning & Pace

booking pace report hotel

Localized Datasets Can Outweigh Big Data

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Guestroom Pace report

Using the Guestroom Pace report, you can measure your current pace relative to budget and compare your definite guestroom production to a previous year's actuals. Here are some things to keep in mind when you're reviewing the report details:

  • To display inline budget data in the Pace report, an administrator must first create monthly property budgets and select the Monthly check box on the Sales Goal page. If this check box is not selected, all budget information will display as 0.
  • Volume Contract guestrooms are not included in this report.
  • This report pertains to property budgets only, not sales goals for individual Sales Managers.

You can run the Guestroom Pace report monthly to do the following:

  • See changes in guestroom revenue due to new definite business, lost business, revaluations, and slippage.
  • Assess production toward your budget.
  • Compare current figures with previous years figures.
  • Assess the available pipeline based on the number of prospect and tentative bookings.

This report is available only if you have R31 or later.

To run the report

  • Navigate to Amadeus Reports .
  • Under Pace & Productivity, click Guestroom Pace Report .

When selecting criteria, inactive values are preceded by an asterisk (*).

The following information is displayed for each month in the consumption date range:

The data in the report may be delayed by up to 15 minutes. If the data doesn't match what you'd expect to see, please run the report again in a few minutes.

Here are a few additional things you can do after you've run the report:

booking pace report hotel

  • To change the report zoom, use the Zoom picklist.

booking pace report hotel

  • To use the search field, enter the first few characters of the word you want to find (for example, the booking post as) and press Enter or click Find . Click Next to view all instances that match your search criteria.
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3 Pace Report Metrics That Will Reveal Hidden Revenue

For many hotels, the time-honored pace report forms the heart and soul of their rm analysis. pace reports are usually designed to give the reader a quick snapshot of future rooms revenue versus the previous year. since this type of report is typically widely distributed to many functions (i.e sales, marketing, executives), the data tends to be aggregated to focus on total rooms performance by market..

3 Pace Report Metrics That Will Reveal Hidden Revenue

While this format may be useful for putting the current year’s performance in context, it contributes limited input for making the type of decisions that truly affect profit. To be effective for RM decision making, the Pace Report has to go into deeper levels of detail. Specifically, RM should be closely monitoring pace performance by room type, week part, and discounting.

Room Type Pace

A Pace Report by Room Type reveals patterns that give RM and Marketing insight into important market dynamics that may require further research. For example, your occupancy pace for a given month may be the same as last year but if the room mix is now more skewed towards lower category rooms it may be an indication that your customer’s wallets are shrinking, that your superior rooms are overpriced or that your brand is losing steam among the best potential customers. With this information, RM and Marketing can jump into action before it is too late.

Monitoring Room Type Pace also prevents you from making catastrophic pricing decisions. Say you only look at total rooms pace and for a given month you are pacing ahead of last year in total occupancy, the first reaction may be to increase rates to take advantage of the higher demand. Many RMs would increase the BAR rate and all the other room type rates would be increased by a static markup. Upon closer examination of your Room Type Pace you realize that the demand for the lower category room types are driving the higher occupancy. Therefore, your decision to increase the BAR rate may not have been optimal. What you have effectively done is that while you probably yielded the BAR rate correctly, you further eroded demand for the higher, more profitable, room types. Therefore, while seldom done, tracking Room Type performance and pace can have a major impact on RM success.

Week Parts Pace

Many hotels consider themselves either a weekday or weekend property, which typically means that one week part compensates for the other. Splitting the pace among week parts by month allows you to see whether one week part is dragging down the other excessively.  For example, if you expect your weekdays to be slow, they should at least keep pace so that they don’t wipe out gains made on the weekend. This may translate into making rate adjustments that are not necessarily aligned with the brand strategy in order to keep your “weak” days from dragging down your entire P&L.  One property I worked with wanted to keep their weekday rates within $50 of their weekend rates, but when a weekpart pace revealed that half of their weekend gains where being erased by the weekday performance, they quickly dropped that pricing scheme.

Recurring Events Pace

For some properties, a handful of recurring event dates can account for a significant portion of their annual revenue.  A pace report by recurring events can reveal shifts in patterns that may help you better manage your rate tactics.  For example, this year, New Year’s eve is on a Monday, as opposed to a weekend.  That Monday is one of the lowest occupancy dates for many resort properties may have a significant effect on pace. Isolating events allows you to closely monitor the days that have the biggest bang.  Furthermore, you can also see the the impact on non-event dates on your P&L, which are the vast majority of the days of the year.

Robert Hernandez | Statistical Analysis and Data Mining for Revenue Growth

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Pulse Report: Demand And Booking Pace Up, Review Scores Down


The latest edition of the Pulse Report , which compares data from May 2022 with April 2022, and cross-references this with previous years’ performance , shows that lodging demand and pricing are moving in a positive direction, and booking pace remains off the charts. 

Interestingly, over recent months last-minute bookings have been a lot less common and, while many travelers still procrastinate, we are seeing a lengthening of the booking window as it returns to pre-pandemic patterns of advance purchase. 

However, guest review scores are sequentially declining due to numerous operating headwinds. Hospitality guest satisfaction reached record-high levels before the pandemic in July and August 2019. But, similar to most industry performance metrics, scores fell off a cliff in March 2020 and troughed in August 2020. The trend sequentially improved until May 2021 and then turned negative, reaching a historic low in November 2021 after the Delta variant peak. Global hospitality guest satisfaction trends progressed at the start of 2022, down only -2.5% from 2019 levels, but then in March 2022, the downward slope returned, now -3.5% off of 2019 guest satisfaction levels. It seems that customer expectations are returning to normal while owners and operators seek ways to best compete in the new normal.

North America

In terms of web traffic, the U.S. showed a 31% month-over-month gain for stay dates over the second half of 2022, including a 51% jump for July. The turndown ratio of regrets and denials remained lowest among global regions at 18% in May and the web conversion rate, or ratio of number of bookings divided by the total number of visitors, remained healthy at 5%.

U.S. RevPAR exceeded its 2019 benchmark for the third consecutive month in May. Month-over-month booking pace trends continued to show a strengthening of demand but the lower ADRs on recent bookings indicated a possible return to the pre-pandemic practice of discounting closer to arrival date to fill rooms (e.g. to meet loyalty program redemption thresholds), called rate erosion. 

Web traffic for LATAM was marginally higher in each of the next four months before turning negative for stay dates starting in October and the turndown ratio of regrets and denials averaged 22% in May with the web conversion rate at 4%.

Booking pace increased over the prior month in every month for the rest of the year except for October, with OTB committed occupancy up over the prior year in every month until December.

The biggest story in this region is that May was the first where Europe's industry trading reached a pre-pandemic level. Month-over-month booking pace increased by triple digits in each of the next three stay months and averaged a global region leading 121% for the entire second half of the year 2022. European lodging is back!

In terms of web activity, there have been no signs of a slow down with elevated interest for stay dates over the summer months of June, July, and August. The turndown ratio of regrets and denials averaged 26% in May with a strong web conversion rate of 5%.

In terms of web traffic, activity was up by 13% and 20% for May and June stay dates respectively, and nearly doubled for July. However, the turndown ratio of regrets and denials in APAC remained highest among global regions at 34% in May.

Booking pace trends are exceptionally strong over the next three months but on-the-books (OTB) committed occupancy remains weak. However, a strong ADR growth propels RevPAR higher, relative to 2019 levels, in December 2022.

Lloyd Biddle, Director of Product Marketing at Duetto, commented: “One of the hotel industry’s shifting landscapes pertains to the diverging trajectory of guest satisfaction and RevPAR recovery trends. Lodging demand and pricing are moving in a positive direction while guest review scores are sequentially declining due to numerous operating headwinds. Commercial teams should be proactive in thinking about what kind of long-term ramifications this challenge is going to have on the guest experience and the ability to drive growth. After all, the amount that a guest pays influences their level of satisfaction. Commercial strategy can only come to life if we put the guest in the center and aggregate all the data points across the journey.

“There is an old saying in the hospitality industry that ‘ today’s booking pace is tomorrow’s RevPAR result ’. While still true today, the post-pandemic commercial strategy evolution broadens these parameters to a refreshed industry adage that ‘ today’s consumer searches are tomorrow’s guest reviews’ .” 

The Duetto Pulse Report is a quarterly report available for free to hoteliers from around the world. It tracks key metrics for North America, Latin America, EMEA, and APAC. Subscribe here:

Claire Middleton, Contributing Editor

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Booking pace

Booking pace is the metric in hospitality revenue management that shows the rate at which reservations are made for a specific date. A visual representation of a booking pace is a booking curve .

Monitoring booking pace is important for identifying patterns in booking behavior, forecast demand and staff levels, and adjust marketing and pricing strategies .

For example, a hotel knows that a normal booking pace out of peak season is receiving 20 reservations 30 days before the arrival date, but gets 40 bookings instead. That would indicate that a booking pace is 100 percent higher and adjustments should be made to maximize revenue.

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booking pace report hotel

Reports Overview > Sales & Catering Reports Group > Business Block Report Group > Booking Pace Report (REP_BOOKING_PACE.REP with REP_BOOKING_PACE.FMX)

booking pace report hotel


This report displays the booking production for a certain time period compared to budgeted room nights and revenue for the same stay date period and another comparison to the production for the same stay date range last year. The produced room nights, revenue and average rate are grouped by stay date periods (either calendar month or fiscal period, depending on the hotels configuration). The report can be run for a limited production period i.e. 01.June 2003 to 30.June 2003 which would only show the production during that time frame. Alternatively the report can be run with the production date range left blank, which would represent groups rooms and revenue for the stay date range at the moment of printing (also known as on-the-books).

This report operates without a defined credit status and therefore will only ever report on the last status that a booking is on during the production period. For example, if the report is run for production period June 2003 and we have a booking that was created with 10 rooms @ 100.00 USD rate on status TEN on the 02.June 2003, turned DEF on the 10.June 2003 and arrived and became ACT on the 20 June 2003, the 10 rooms and according revenue will ONLY appear in the column for status ACT, which was the LAST status this booking was on in the reported production period. This is important to note when comparing this report to other production reports like the Backlog report (REP_BACKLOG) and Business Block Production report (REP_PROD_CH) which operate with a credit status and could therefore count the booking twice, once in the defined credit status (usually DEF) and once in the last status (here ACT) if the booking passed both statuses in the production period.

This report will therefore not ’balance’ to the formerly mentioned other report when comparing the credit status figures.

Note: When printing this Report help topic, we recommend printing with Landscape page orientation.

Note: This report requires that the user be granted the BLOCK PRINT permission in the selected property to run the report. Also, the Property LOV in this report is further limited by the properties to which the user has the appropriate access granted.


Selection Criteria

Property. Available when OPS_MHT2 license is active. Choose the property for which the report should be printed.

Stay Date Period

From Date/To Date. The stay date range that should be covered in this report. If the Stay Date From Date is 01 January 2013 and the Stay Date From Date is 31 December 2013, if a booking exists that arrives on 27 December 2012 and stays until the 15 January 2013, those room nights and revenues that pertain to the stay dates of this booking in January 2013 (01 to 15) will be included in this report. This occurs even though the arrival date of the booking is NOT between the Stay Date From Date and the Stay Date To Date specified.

Production Period

From Date/To Date. Defines the date range for which booking changes should be recorded. Each change that is done to a booking status, or booking room nights and revenue, is recorded in a specific production change log. The Production Date Range filter will scan the entries in this production change log to search for any booking changes that fall under the other criteria that have been selected on the filter form. By the nature of this date range filter, only dates in the past are valid entries, because there cannot be any entries in the booking change log after the current business date. To illustrate the above: A booking that gets created on status TEN in April 2003 with Stay Dates in October 2003 can turn to status DEF in June 2003. In the above scenario there would be two entries in the change log for this booking, one for the creation of the booking on status TEN in production period April 2003 and one for the status change to DEF in June 2003.

If the production period is left blank on this report, the figures would automatically print for everything that has been produced for the selected stay date period ever – which is concurrent with the on-the-books figures for group rooms and revenue at the selected statuses at the time or printing the report.

Business Block Status

Status 1- 3. Allows a selection of up to three different status columns to print onto the report. Please keep in mind that, as explained above, this report will ONLY report a booking under the last status that it was in the production period. If a booking turned DEF and ACT in the selected production date range, it will on this report ONLY be reported in the ACT column, not in both DEF and ACT.

Status 1 to 3 – Last Year. Allows the selection of up to three different status columns to print for the production in the same production date range and stay date range one year back. It makes most sense to select the same status code that got selected for the current production period in order to compare last year's production to the current production within the same status codes.

Variance based on Status 1, 2 , 3 or All. Which status column should the variance to budget be calculated for on the report. Typically this variance would be compared to a combination of DEF and ACT bookings.

Business Block Origin. Select the down arrow to choose one or more of the following (available values depend on the active modules and licenses):

  • ORS (ORS Application)
  • SFA (SFA Application)
  • PMS (PMS Application)
  • SC (SC Application)
  • EXT (External System)

Currency. Select the currency you want to be used for calculating the figures in this report. All figures will be reported in the selected currency. If no value is selected, the report will be calculated using the Base Currency of the logged in Property.

Button Functions

Preview. Use the preview option to view the generated output of this report in PDF format.

Print. Use the Print button to print the report to the selected output.

File. Prints the generated report output to an *.rtf file.

Close. Closes this report screen.

Report Data

The first three columns of the report show the produced number of room nights, room revenue and average rate by status for each calendar month in the selected stay date range. Please note that the revenue and average rate is reported as it appears in the room grid on the booking up to status DEF. No taxes or packages that might be included in the rate are deducted. For ACTUAL bookings, the picked-up number of rooms and the pick-up revenue and average rate are calculated. Revenue and average rate in actual figures are reported NET of taxes or package elements.

Note: Each booking will only ever appear for one of the selected status codes, namely the last one that it was on at the end of the production period. No booking will be recorded under i.e. DEF and ACT status columns, even if it passed through the DEF status into the ACT status during the selected production period.

The next two columns of this report represent the budget figures that have been entered for the stay date range that the report is run for, as well as the difference of the current produced figures to the budget figures, depending on which status column has been selected on the filter form for comparison.

The next three columns show the production of the same production period exactly one year back. If the current production period is June 2003 for stays dates June 2003 to December 2003, the last year columns will calculate the production in June 2002 for stay dates June 2002 to December 2002.

The final two columns show the budget for last year and the variance of the produced figures versus the budgeted figures last year.

The report will fit exactly 12 calendar months and a summary line per calendar year onto each page, printed in landscape format.


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4. GRC (Group Rooms Control) Report

The competition for group bookings is high, and is on track to become even more fierce, because research shows the size of meetings is growing and the number of actual meetings is shrinking . As a result, your sales team must stay up to date on available room blocks across your portfolio.

Enter the GRC (Group Room Control) Report, a vital tracking report that details reserved room blocks and finalized room blocks for the current month and upcoming months. With this information, your sales team can generate fast, detailed, and accurate responses to RFPs, which can help land business. Current reports can also help your sales team easily recommend other nearby properties in the portfolio when the groups’ first choice isn’t available, or when an alternate property is a better fit for the event.

Over time, GRC reports also provide a record of actualized room-nights for group bookings so long-term patterns can be identified. Perhaps you’ll notice a steep drop off between tentative bookings and actualized bookings over a certain time, which should prompt a closer look at Win/Loss reports for that period.  

Group Segmentation Workbook

5. Event Summary Report

Event summary reports give you an overview of events”actualized, current, and future. These reports help prevent accidental double-bookings of event spaces, while also keeping teams on the same page for event preparation, A/V setup, and adequate staffing. This is essential for streamlined events and outstanding customer service”the key to repeat group business. 

Similar to the GRC reports, a review of past event summaries can also spotlight areas where there’s room for improvement, sales opportunities, and shortfalls in event space utilization. A historic audit may turn up conference rooms unused during the summer months, and inspire sales outreach to local business associations. Or, you may notice only small parties book the ballroom”perhaps a capital improvement project to create two smaller spaces is in order.  

6. Comp Set Report

It’s essential to track the direct competitors of every property, including how they are performing, amenities on offer, room rates, and long-term asset management projects such as property upgrades, additions, and renovations. With competitive set reports (comp sets) you can benchmark the market positioning of each hotel.   

What makes a hotel a direct competitor of another is not necessarily proximity”a select-service hotel is not competition for the five-star hotel down the road. Competition parameters are typically based on service level, transportation accessibility, event spaces (types and quality), amenities such as a pool or gym, and the number of rooms for group bookings.

Next, use Google, TripAdvisor, and other OTA sites to explore the offerings of your competitors. Break your analysis down by season, because you may outperform them at certain times of the year and fall behind in others. 

Essentials to compare include:

  • Market penetration
  • Event activity
  • Group bookings
  • RevPAR 
  • Online reviews

You can create comp sets yourself, or contract with competitive benchmarking and revenue management services companies, such as STR or OTA Insight , for a deeper dive into the metrics that matter. 

Comp sets used to be updated every five years or so, but hotels are changing and upgrading so quickly that competition is always shifting. Today it is better to evaluate comp sets every year or so, or even track them on an ongoing basis.  

7. Meeting Survey Report (Post-Event Surveys)

You may think post-event surveys are the domain of event planners and meeting organizers alone, but you’ll be missing opportunities to improve your event and group sales if you don’t track how your properties are performing. 

Create post-event online surveys, and entice event planners and attendees to participate with restaurant or spa coupons. Keep the surveys simple and share how long they will take; too many questions and too much time (more than one to two minutes) result in drop-offs and low participation. Use cloud-based survey development software such as SurveyMonkey or Typeform that includes a percent-complete progress bar so attendees know you value their time.  

Mobile-friendly surveys are a must”you want to catch attendees and planners immediately after the event or you won’t catch them at all. 

Helpful questions to ask:

  • Was the staff helpful and supportive?
  • Rate the booking process for room blocks (easy, frustrating, difficult)
  • Were problems solved quickly?
  • Were problems solved effectively?
  • Was the event space appealing?

The survey software will then generate reports, which are only helpful if you review them and respond to issues promptly. You may learn a particular hotel team struggles with pre-event communication, another property has an aging A/V system, and another property where the sales team is slow to finalize BEOs. All of these call out actionable fixes you can address right away or budget for in the near future.    

Amid the pressing demands of your HMC, reports can easily sit in your CRM for weeks, or, worse still, never see the light of day. But these reports are invaluable tools that can guide short- and long-term growth strategies, upgrades, and training decisions. Don’t let them go to waste!

Ready to explore how CRM reports can help you drive group business? Request a free demo of Social Tables easy-to-onboard Hotel Sales and Catering CRM ! 

Or explore must-know SEO marketing strategies for hotels in your HMC portfolio.  

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Hotel Booking Curve


All the cancellations will be taken into consideration on the reservations curve.

Identify your Hot Days (or cold Days). Is it what you expected? If not;

  • Can you influence it?
  • How is it affecting your forecast ?
  • Are you loosing opportunities?

Your selling strategy affects your forecast; therefore every time you make a rate change, you should analyze the impact on your forecast. Are your actual rates affecting your booking curve in a way you did not expect? What are your trends and how they compare to your city or region?

hotel booking curve 2a

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Resources › Hotel Glossary

Hotel Revenue Management Terminology

So much jargon. So many acronyms. What does it all mean? Let our comprehensive glossary of hotel industry and revenue management lingo be your guide.

Analytical Market Segmentation

A rules-based process used to create optimal revenue management segmentation from reservation data to support both the best basis for forecast and optimization and key organizational reporting and business intelligence requirements.

Ancillary Revenue

Revenue sources other than room and conference & banquet revenue. Examples include parking, spa, golf, entertainment, etc. Ancillary revenue streams can be configured for group and transient market segments

Artificial Intelligence

The science of training machines to perform human tasks.

Attendee Density

Total number of unique attendees/optimal capacity of venue.

Average Daily Rate (ADR)

Actual daily room revenue/total rooms sold.

Average Rate Index (ARI)

An index that measures a hotel’s rate against its market. Above 100 indicates a hotel’s rates on average are higher than its competitors.

Best Available Rate (BAR)

The lowest non-restricted rate bookable by all guests. This rate can change several times a week and up to several times a day.

Booking Curve

Visualization of the speed at which bookings materialize prior to the arrival date.

Booking Engine

The system that allows reservations to be made on a website.

Booking Pace

The speed at which bookings materialize over a period of time from the booking date to the arrival date. Booking pace is expressed as a fraction of bookings received on certain days in advance.

Booking Window

The timeframe in which a reservation is made by the guests or a group and the actual arrival date.

Business Mix

The blend of different market segments that occupy a hotel, measured as a value or percent of occupancy.

Central Reservation System (CRS)

A reservation system used to maintain hotel information, rates, and inventory status. Processes and manages reservations for one or multiple hotels.

Channel Management (CM)

Provides a way for hotels to control the allocation of inventory and rates across all distribution channels including OTAs, wholesalers and GDS.

Competitive Set

Comparable hotels in a hotel’s vicinity that compete for guests.

Component Rooms

A combination of physical guest rooms that can be converted into various configurations to form larger and more tailored accommodations for guests.

Constrained Demand

The number of rooms that could be sold considering the hotel’s capacity or restrictions on bookings.

Cost of Walk (COW)

The cost of turning away a guest when the hotel is unable to provide the promised accommodation, which may include the cost of a hotel room, transportation, meal and probable lost future business.

Customer Relationship Management (CRM)

A system used by companies for customer management and sales management to improve business relationships.

Cutoff Date

The contracted date when the hotel closes a group block and releases unsold rooms to inventory.

Practice of dividing the day into several parts, in which a different meeting or event can be accommodated in a function space (morning, lunch, afternoon, evening, etc.).

Days to Arrival

The number of days prior to an arrival date. Used to measure information such as a booking pace, hotel performance and forecast performance.

Business anticipated for future days.

Demand Forecast

Anticipating the amount of consumer demand for a product through the use of predictive analytics.

Displacement Analysis

An analysis of business (primarily group) based on the total value of the business versus the value of the transient business that would be displaced if the business were accepted.

Dynamic Pricing

The practice of flexing price for a product based on market demand.

Fenced Rates

Rates a hotel uses to provide a series of options to guests. The rate is determined by which fences a guest accepts, which might include non-refundable, non-cancelable reservations and advanced purchase reservations.

Forecasting Model

The statistical patterns used to predict demand, occupancy and revenue.

Function-only business restrictions or event-only business restrictions are guidelines put in place at the hotel to ensure space is available for groups within their typical booking window.

Full Pattern Length of Stay (FPLOS)

A pattern indicating whether a rate is open (available) for the arrival date and length of stay.

Function Space Utilization

Calculated by multiplying the available area by the number of day parts being evaluated.

Global Distribution System (GDS)

Comprehensive travel shopping and reservation platforms travel agents use to book airline, car, hotel and other travel arrangements for their customers.

Gross Operating Profit Per Available Room (GOPPAR)

A key metric measured by taking total revenues minus operating and marketing expenses, divided by number of available rooms.

Group Demand

The group business expected for an occupancy date.

Group Pricing Evaluation

A system tool that allows users to enter details about a potential group booking, generate an analysis, and use the resulting data to select the best arrival date and rate that will provide the highest benefit to the hotel.

The difference between the final occupancy from a group and the maximum value of the block pace or the pickup pace.

Group Wash by Group

A system feature that provides group business data, including occupancy date, blocked rooms and expected wash, and is also the location from which users can override the system-generated group wash.

Key Performance Indicator (KPI)

A quantifiable measure used to evaluate success in meeting objectives. For example: Average Daily Rate (ADR), Revenue per Available Room (RevPAR), Gross Operating Profit Per Available Room (GOPPAR), Occupancy rate, Profits per Available Space Time (ProPAST), Profits per Occupied Space Time (ProPOST) and Function Space Utilization Percentage.

Last Room Value (LRV)

The maximum amount of room revenue a hotel can expect to make from the last room available for sale. The system uses LRV as a restriction control for low value rates during busy periods and opens all rates during slow times.

Length of Stay (LOS)

The number of nights a guest stays at a hotel. This value is also the difference between the departure date and the arrival date.

Limited Data Build (LDB)

Machine learning.

A subset of artificial intelligence that automates analytical model building. It is grounded in the idea that systems can learn from data, identify patterns and make decisions with minimal human intervention.

Manage by Exception

Market intelligence.

Information related to a company’s market, including booking trends, competitor rates and customer reviews.

Market Segment (MS)

A portion of the customers who possess a common set of motivations as well as a combination of unique purchasing (e.g., advance purchase vs. walk-in) and usage patterns (e.g., single night vs. weekly).

Market Segment Group (MSG)

Market segments grouped together by pattern and rate.

Maximum Length of Stay (Max LOS)

A room inventory control function that limits the number of nights a reservation can stay when arriving on a certain date.

A search tool that aggregates rates and inventory from other websites to produce its own results. Examples include Kayak and TripAdvisor.

Meetings, Incentives, Conference & Exhibitions. An acronym used in sales & catering and function space.

Minimum Acceptable Rate (MAR)

The lowest acceptable amount a group can be charged. Used to calculate the suggested group rate.

Minimum Length of Stay (Min LOS)

A room inventory control function that requires a reservation to meet or exceed a certain length of stay in order to complete the reservation.

The price of a room or space minus commission, transaction costs or before being marked up by third party.

New Hotel Service Success Package (NHSSP)

A service offered by IDeaS to new hotels using an IDeaS RMS to begin applying analytics as quickly as possible when the historical data required to build the system is not available.

The case where some customers with a reservation do not show up to use the room(s) reserved for them, without explicit cancellation.

Occupancy (Occ)

The “fill” measure of a hotel. Occupancy = total number of rooms occupied/total number of rooms available x 100 (e.g., 75% occupancy).

Occupancy Forecast

The constrained occupancy the hotel is expected to achieve for a specified period of time. This value may be expressed either as a specific number of rooms or as a percentage of available rooms.

Online Travel Agency (OTA)

Third-party internet sites consumers can use to book hotel, air, car rental or tour activities. This indirect channel charges a commission or marks up the rate to guests. Examples include Expedia, and Ctrip.

Operational Forecast

A forecast based on the anticipated constrained occupancy for a hotel. Used to manage staffing and supplies.


The use of forecast, inventory, rate, configuration, and user interaction to calculate the best pricing and inventory control decisions that maximizes quality revenues for a hotel. Optimal pricing, LRV, forecasts and overbooking are the end result of the optimization process.


The practice of selling more product than physically present to account for cancellations and no-shows. The goal of overbooking is to maximize revenue by achieving as close to 100% occupancy as possible on any given day.

Predictive Analytics

The use of advanced analytics to make predictions about unknown future events using historic and forward-looking data.

Price Sensitivity

Customer’s willingness to pay. Historical pace data is used to estimate how much a change in pricing impacts demand. Demand is either elastic or inelastic.

Profit per available space time (or meal period).

Property Management System (PMS)

A system used on property to manage guests and site activities.

Profit per occupied space time (or meal period).

Qualified Rate

A rate the guest must qualify for. A corporate rate for the guest’s company, a rate available due to an affiliation such as AARP, a promotional package rate with specific booking conditions, etc.

Rate Distribution System

A system used to distribute a hotel’s rates and inventory to direct and indirect channels.

Rate Shopping System

An online service that supplies competitor rate data to hotels.

Remaining Demand

The system-calculated remaining unconstrained demand for an arrival date in the future, as of the processing date.

Reputation Management System

A system that manages guest reviews for a business.

Reputation Pricing

Pricing science that integrates a hotel’s online reputation, guest reviews and ratings into its revenue management strategy.

Revenue Generated Index (RGI)

An index that measures a hotel’s revenue share in its market. Above 100 indicates a hotel’s RevPAR on average is higher than competitors. Used to determine if a hotel is capturing their fair share.

Revenue Management (RM)

The discipline of optimizing availability and price to maximize revenue. Simply put, selling the right product to the right person at the right time on the right channel for the right price.

Revenue Management System (RMS)

The system businesses use to control the supply and price of their inventory in order to achieve maximum revenue or profit by managing availability, room types, stay patterns (future and historical), etc.

Revenue Optimization

A business discipline and culture that focuses on balancing supply and demand in a rational and systematic way to maximize revenue and profit while managing risk under current and anticipated market conditions.

Revenue Per Attendee

Revenue/total number of attendees. Helps venues understand utilization for their space.

Revenue per Available Room (RevPAR)

Daily room revenue/total rooms available.

Revenue per Occupied Space (RevPOS)

Total event revenue/gross occupied square feet (or meters).

Revenue Science

The discipline of infusing sophisticated mathematics with industry expertise to transform data into accurate, automated, and actionable revenue-enhancing decisions.

A group of rooms that may be created to organize rooms to aid in planning, sales or other management tasks. Examples include associating rooms with a single fixed price, a single guest, a channel, a group or a single team of staff members that manage or maintain the rooms in the block.

Categories used to group room types with similar values.

Room Nights

Rooms blocked or occupied multiplied by the number of nights each room is reserved or occupied.

A collection of rooms sharing a common element at the hotel. A room type might be a suite or a single room with a double bed, poolside or ocean-side. A room may belong to multiple room types.

Sales Conversion

Potential revenue from all inquiries/revenue booked.

Semi-Yieldable Rates

Shoulder nights.

Nights of less occupancy on either side of peak nights.

Smith Travel Research (STR)

STR is a global provider of competitive benchmarking, information services and research to the hotel industry. STR reports provide property performance data compared to its competitive aggregate and general market, allowing you to follow trends in occupancy, ADR, and RevPAR.

Special Event

A date or set of contiguous dates for which the hotel data cannot be forecasted in the normal fashion, or period(s) where the transient business pattern is different than normal.

System Override

A user-selected value that replaces the demand value calculated by the system.

Total Revenue Performance

The intelligent calibration of demand across all revenue streams to meet overall business objectives. It is the ability to instantly and systematically decide which business to accept across multiple revenue streams at all times based on greatest overall value to the asset.

Transient Business

Guests who book individually rather than with a group.

Transient Demand

The anticipated volume of business from transient market segment groups.

Daily total revenue/total rooms available.

Unconstrained Demand

Refers to the number of rooms that could be sold if there were no constraints such as the hotel’s capacity or restrictions on bookings. Unconstrained demand provides a complete picture of all the possible demand, not just the limited demand you accept. Also known as “true demand.”

Unqualified Rates

Rates offered by the hotel to guests who do not have an agreed contract rate and that have no restrictions or booking conditions attached to them.

The difference between the group block and what the hotel expects it will actually pick up.

Yield Management

Set of strategies that help realize optimal revenues for capacity-constrained resources. The core concept of yield management is to provide the right service to the right customer at the right time for the right price by understanding, anticipating and influencing consumer behavior.

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booking pace report hotel

Pick-up or Pace report

‘Pick-up’ refers to bookings that have been  made since the last report.  The Daily Pick up or Daily Pace Report  tells you how many bookings have been made since yesterday. Some of the things to focus on in the Pick-up report include:

  • Room nights

The report provides detailed breakdown of the  hotel’s  monthly pick up by day in terms of Room Nights, ADR , Occupancy and RevPar. It also provides the booking  pace  by comparing figures with the previous year.

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  • If you’re looking for a cheap hotel in Moscow, you should consider visiting during the low season. You'll find cheaper hotels in Moscow in October and January.
  • Hotel room prices vary depending on many factors but you’ll most likely find the best hotel deals in Moscow if you stay on a Saturday. The opposite is true for, Wednesday, which is usually the most expensive day.
  • How long should you stay? KAYAK users usually book their hotel in Moscow for 3 days.
  • Moscow is a vast city. If you would like to be within walking distance of key attractions, look for hotels near Red Square and the Kremlin, such as the Assambleya Nikitskaya Hotel.
  • For cheap accommodation in Moscow, consider the Partizanskaya area, which features a good choice of budget hotels near a metro station, including Vega Hotel & Convention Center.
  • There are many 5-star luxury hotels in the cultural heart of Moscow. The Four Seasons Hotel Moscow and The St. Regis Moscow Nikolskaya are two excellent examples.
  • Stylish boutique hotels are also in abundance in the city centre. Hotels such as the Golden Apple Boutique Hotel and Assambleya Nikitskaya Hotel put you near Red Square and The Kremlin.
  • Arbat Street forms the heart of Moscow’s Arbat District, the oldest part of the city, and is home to myriad affordable accommodation, such as Karlov Most Hostel.
  • A great area for nightlife is Kitay-Gorod, where an array of bars, restaurants, and nightclubs join a wide selection of hotels to suit all budgets, such as the cheap Good Mood Hostel or boutique Golden Apple Boutique Hotel.

FAQs when booking a hotel in Moscow

Are there good hotels near moscow airport.

There are three major international airports serving Moscow: Sheremetyevo International Airport, Moscow Domodedovo Airport, and Vnukovo International Airport. Several hotels are located within the vicinity of each airport. Good choices include Novotel Moscow Sheremetyevo Airport, Ramada Moscow Domodedovo, and Vnukovo Green Palace Hotel.

Which hotels in Moscow offer especially good views?

A number of luxury hotels in the city centre boast spectacular views. Two excellent choices are the Ararat Park Hyatt Moscow and the Hotel Baltschug Kempinski Moscow, which both offer breathtaking vistas of the Kremlin, Red Square and St. Basil's Cathedral from guest rooms and restaurants.

What hotels in Moscow offer especially good breakfast?

The sophisticated and excellently-rated Villa Kadashi Boutique Hotel situated in the Yakimanka district, across the river from Red Square, offers an excellent continental breakfast with fresh pastries and juice to complement hearty egg and sausage dishes. Meanwhile, Warsaw Hotel, situated a 10-minute walk from Gorky Park, offers a free breakfast buffet.

Which neighbourhoods are close to Moscow’s central station?

Travellers departing for St. Petersburg will be voyaging out of Leningradsky Station in northeast Moscow. The city’s oldest railway terminal, the station is surrounded by a wide selection of accommodation. Hilton Moscow Leningradskaya is a top-rated option with a swimming pool, sauna, and fitness room.

What hotel area is especially good for shopping in Moscow?

Moscow’s Arbat District or Old Arbat features a network of historic streets that are lined with shops selling local souvenirs and handicrafts. There are many hotels in this area, such as the 4-star Mercure Arbat Moscow, and the city centre is only a short metro ride away. Alternatively, GUM is an iconic shopping arcade situated directly on Red Square.

Where to stay in Moscow?

Those looking for a hotel in Moscow on KAYAK tend to search in Arbat District , Presnensky District and in close proximity to Luzhniki Stadium.

What are the best hotels near Luzhniki Stadium?

If you are looking for a hotel close to Luzhniki Stadium, you should consider staying at Khamovniki Spektr , Yunost Hotel and Luzhniki , as they are the most recommended by KAYAK users.

Which freebies do KAYAK users look for when booking a hotel in Moscow?

KAYAK users look for a hotel in Moscow with free breakfast.

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After you launch a hotel search on KAYAK, you can refine your research by neighborhood, which allows you to pick the central Moscow districts. You can also do a search using the city map to choose a specific location, like Moscow city center.

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Popular in Moscow

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Neighborhoods in Moscow

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AZIMUT Hotel Smolenskaya Moscow

Ulitsa Smolenskaya 8, Arbat, 121099 Moscow, Russia – Excellent location – show map – Subway Access

Excellent location – rated 9.6/10! (score from 6902 reviews)

Real guests • Real stays • Real opinions


Value for money

This is a carousel with rotating slides. It displays featured reviews of the property. Use the Next and Previous buttons to navigate.

The service was very good. Cleaning everyday, refreshing the water and cups everyday as well. The breakfast was amazing.

booking pace report hotel

the location of the hotel is excellent. we had the best view 🥰

booking pace report hotel

Clean, nice reception area, good for business meetings, comfy bed, very nice buffet breakfast.

booking pace report hotel

Staff are amazing and helpful. Room service available 24 hours. No charge.

booking pace report hotel

Excellent location , good staff , i use to stay in Azimut hotels when in moscow!

booking pace report hotel

Great location, clean rooms, nice views on the city.

booking pace report hotel

Pleasant stuff, great breakfast, nice view and overall great value for the price I liked a pillow service too

booking pace report hotel

I stayed here for 2 days ,everything was perfect,got all facilities,location is awesome,walking distance to major attractions,near to metro too .

My room at 11th floor had amazing view. There was free option to get another pillow of much higher quality.

Overall a pretty good hotel at fantastic location. There are 3 excellent restaurants in the building and a whole bunch more in a walking distance. Metro station is near by. The best part is the view you get from your window.

booking pace report hotel

Excellent location!

booking pace report hotel

AZIMUT Hotel Smolenskaya Moscow Reserve now

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How guest reviews work

Each review score is between 1 and 10. To get the overall score, we add up all the review scores and divide that total by the number of review scores we received. Guests can also give separate subscores in crucial areas, such as location, cleanliness, staff, comfort, facilities, value, and free WiFi. Guests submit their subscores and their overall scores independently – there’s no direct link between them.

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Wonderful: 9+

Good: 7 – 9

Fair: 5 – 7

Poor: 3 – 5

Very Poor: 1 – 3


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  • Families (1474)
  • Couples (1852)
  • Groups of friends (380)
  • Solo travelers (2698)
  • Business travelers (2418)
  • Wonderful: 9+ (4761)
  • Good: 7 – 9 (1569)
  • Fair: 5 – 7 (368)
  • Poor: 3 – 5 (135)
  • Very Poor: 1 – 3 (92)

booking pace report hotel

  • Mar–May
  • Jun–Aug
  • Sep–Nov
  • Dec–Feb
  • Air conditioning
  • 24-hour front desk
  • Key card access
  • Daily housekeeping
  • Non-smoking rooms
  • Baggage storage

Offering panoramic views of the city, AZIMUT Hotel Smolenskaya Moscow is set in the central Moscow in a 23-story building. Free WiFi is provided throughout the hotel . Each room at this hotel is air conditioned and comes with a flat-screen TV, a safety deposit box and complimentary bottle of mineral water. Some units have a seating area to relax in after a busy day and a working area. Each room comes with a private bathroom. For your comfort, you will find slippers and free toiletries. The AZIMUT hotel offers an executive lounge with panoramic views of the Moscow's skyline in the evening, available for the guests. There is a 24-hour front desk at the hotel. Guests can enjoy a meal in the Avenue Restaurant, offering local and international cuisine. Guests, traveling for business, will appreciate 10 fully-equipped conference halls. Stary Arbat Street is steps from the hotel, while Cathedral of Christ the Savior and Gorky Park are 0.6 mi away. The nearest airport is Vnukovo International Airport, 19 mi from AZIMUT Hotel Smolenskaya Moscow.

Couples in particular like the location – they rated it 9.6 for a two-person trip.

Distance in property description is calculated using © OpenStreetMap

  • Private Parking
  • Family rooms
  • Fitness center
  • 4 restaurants
  • Excellent Breakfast

Property Highlights

Located in the best-rated area in Moscow, this hotel has an excellent location score of 9.6

Want a great night's sleep? This hotel was highly-rated for its very comfy beds.

Private parking at the hotel

Loyal Customers

끖 There are more repeat guests here than most other properties.

Saved to 48277 lists


Select dates to see this property's availability and prices

See what guests loved the most:

booking pace report hotel

Hotel area info

Restaurants 4 restaurants on site.

  • Cuisine Mediterranean • Russian • European
  • Ambience Family-friendly • Modern
  • Dietary options Vegetarian
  • Cuisine Japanese • Asian
  • Ambience Traditional
  • Cuisine Russian
  • Cuisine Mediterranean • Asian • European
  • Ambience Traditional • Romantic

Amenities of AZIMUT Hotel Smolenskaya Moscow Great facilities! Review score, 8.7

  • Toilet paper
  • Private Bathroom
  • Free toiletries
  • Landmark view
  • Socket near the bed
  • Clothes rack
  • Bicycle rental Additional charge
  • Live sports events (broadcast)
  • Walking tours
  • Flat-screen TV
  • Satellite channels
  • Coffee house on site
  • Wine/Champagne Additional charge
  • Kids' meals Additional charge
  • Breakfast in the room
  • Parking garage
  • ATM on site
  • Ironing service Additional charge
  • Dry cleaning Additional charge
  • Laundry Additional charge
  • Fax/Photocopying
  • Business center
  • Meeting/Banquet facilities Additional charge
  • Fire extinguishers
  • CCTV outside property
  • Smoke alarms
  • 24-hour security
  • Shared lounge/TV area
  • Smoke-free property
  • Wake-up service
  • Private entrance
  • Laptop safe
  • Soundproof rooms
  • Hair/Beauty salon
  • Facilities for disabled guests
  • Room service
  • Bathroom emergency cord
  • Lowered sink
  • Raised toilet
  • Toilet with grab rails
  • Wheelchair accessible
  • Upper floors accessible by elevator
  • Massage Additional charge
  • Spa Additional charge
  • Solarium Additional charge
  • Sauna Additional charge

See availability House rules

From 2:00 PM

Until 12:00 PM

Cancellation/ prepayment

Cancellation and prepayment policies vary according to accommodations type. Please enter the dates of your stay and check what conditions apply to your preferred room.

Children & Beds

Child policies

Children of all ages are welcome.

Children 18 and above will be charged as adults at this property.

To see correct prices and occupancy info, add the number and ages of children in your group to your search.

Crib and extra bed policies

Prices for cribs and extra beds aren't included in the total price. They'll have to be paid for separately during your stay.

The number of extra beds and cribs allowed depends on the option you choose. Check your selected option for more info.

All cribs and extra beds are subject to availability.

No age restriction

There's no age requirement for check-in

Pets are not allowed.

Accepted payment methods

Cash AZIMUT Hotel Smolenskaya Moscow accepts these cards and reserves the right to temporarily hold an amount prior to arrival.

AZIMUT Hotel Smolenskaya Moscow accepts these cards and reserves the right to temporarily hold an amount prior to arrival.

The fine print Must-know information for guests at this property

Please note that group bookings (8 rooms and more) are subject to another policy. Please contact the property to get more details.

In response to the coronavirus (COVID-19), additional safety and sanitation measures are in effect at this property.

As a result of the coronavirus (COVID-19), this property has temporarily suspended its shuttle services.

Due to the coronavirus (COVID-19), this property is taking steps to protect the safety of guests and staff. Certain services and amenities may be reduced or unavailable as a result.

FAQs about AZIMUT Hotel Smolenskaya Moscow

How far is azimut hotel smolenskaya moscow from the center of moscow.

AZIMUT Hotel Smolenskaya Moscow is 1.5 miles from the center of Moscow. All distances are measured in straight lines. Actual travel distances may vary.

How much does it cost to stay at AZIMUT Hotel Smolenskaya Moscow?

The prices at AZIMUT Hotel Smolenskaya Moscow may vary depending on your stay (e.g. dates, hotel's policy etc.). To see prices, enter your dates.

What is there to do at AZIMUT Hotel Smolenskaya Moscow?

  • Bicycle rental

What are the check-in and check-out times at AZIMUT Hotel Smolenskaya Moscow?

Check-in at AZIMUT Hotel Smolenskaya Moscow is from 2:00 PM, and check-out is until 12:00 PM.

What type of room can I book at AZIMUT Hotel Smolenskaya Moscow?

  • Twin/Double

The Best of Moscow

  • The Kremlin
  • Cathedral of Christ the Saviour
  • Lenin Mausoleum
  • Saint Basil's Cathedral
  • Donskoi Monastery
  • Tretyakov Gallery
  • Victor Vasnetsov House Museum
  • Museum of Traditional Russian Beverages Ochakovo
  • State Historical Museum
  • Zaryadye Park
  • Neskuchny Garden
  • Kolomenskoye Park
  • Losiny Ostrov National Park
  • Botanical Garden of Academy of Sciences

Popular Areas

  • Arbat Street
  • Izmaylovsky Kremlin

Shopping Areas

  • GUM Shopping Center

Stadiums or Arenas

  • Luzhniki Stadium
  • VTB Arena - Dinamo Stadium
  • Olympic Stadium
  • Spartak Stadium
  • Sport complex
  • Bolshoi Theater

booking pace report hotel

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booking pace report hotel



    booking pace report hotel

  2. Booking Pace Report Overview

    booking pace report hotel

  3. Booking Pace Report

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  4. Guestrev

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  5. Booking Pace Report

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  6. Pickup Report & Speed of Bookings: how this is useful for your hotel

    booking pace report hotel


  1. Hotel Business Intelligence in Action: Interpreting Booking Pace

    The applicability of business intelligence to the interpretation of hotel booking pace is quite clear: the data-intensive nature of the booking pace calculation itself (when computed continually and with an optimal level of granularity) necessitates such supportive processes and technology.

  2. Hotel Pickup Report

    The pickup report will help you to follow the booking pace of your hotel. We will give an example of a monthly pick-up and daily pick-up report to demonstrate on what basis you can monitor and quantify your pick-up trends key for revenue management decisions.

  3. PMS Occupancy Management

    The Booking Pace and Occupancy Forecasting module provides RDP customers with the ability to analyze forecasted revenue and occupancy between two time periods. Each night the system takes a "snapshot" of all reservations and stores this data in a forecast file. This data is stored forever, limited only by available disk space.

  4. Booking Pace Definition / Meaning

    Definition: Pace - the rate at which reservations are made for a particular date - is important to control and also to monitor.

  5. Guestroom Pace report

    Guestroom Pace report Translations of help content are available through Google Translate. Amadeus cannot guarantee the accuracy or performance of this third-party service. to view all instances that match your search criteria.

  6. 3 Pace Report Metrics That Will Reveal Hidden Revenue

    Pace Reports are usually designed to give the reader a quick snapshot of future rooms revenue versus the previous year. Since this type of report is typically widely distributed to many functions (i.e Sales, Marketing, Executives), the data tends to be aggregated to focus on total rooms performance by market.

  7. Hotel Distribution: How to reap the benefits of Booking ...

    It's just as important to keep track of your performance over time and make like-for-like comparisons. This makes it easy to understand what has changed and why, and how you can correct or capitalise on the situation. This cheat sheet will explain the Booking Performance report and Pace reports available to your hotel, how you can collect the ...

  8. Booking Pace Report

    The Booking Pace Report allows you to analyze your revenue and occupancy between two time periods by showing your pacing over a specified Date range, allowing you to compare your previous room usage and revenue with the current usage and revenue, and make revenue forecasts for the future.

  9. Pulse Report: Demand And Booking Pace Up, Review Scores Down

    The latest edition of the Pulse Report, which compares data from May 2022 with April 2022, and cross-references this with previous years' performance, shows that lodging demand and pricing are moving in a positive direction, and booking pace remains off the charts.. Interestingly, over recent months last-minute bookings have been a lot less common and, while many travelers still ...

  10. What is booking pace?

    Booking pace is the metric in hospitality revenue management that shows the rate at which reservations are made for a specific date. A visual representation of a booking pace is a booking curve.

  11. Booking Pace Report Overview

    Booking Pace Report Overview | ThinkReservations - YouTube Developers Policy & Safety How YouTube works Test new features NFL Sunday Ticket © 2024 Google LLC Is your goal to bring in more...

  12. Booking Pace Report (REP_BOOKING_PACE.REP with REP_BOOKING ...

    Booking Pace Report (REP_BOOKING_PACE.REP with REP_BOOKING_PACE.FMX) This report displays the booking production for a certain time period compared to budgeted room nights and revenue for the same stay date period and another comparison to the production for the same stay date range last year.

  13. 7 Essential Hotel Reports to Boost Group Business

    2. Hotel Pace Report A pace report compares the number of bookings in a given year, month, or quarter, with past bookings by year, month, or quarter. This report is so fundamental to day-to-day hotel management, it can be taken for granted"and as a result, valuable service and revenue opportunities can get missed along the way.

  14. Booking Curve Graph

    A booking curve graph will help you visualize the booking pace of your hotel. Hotel revenue management is about data-driven decisions. Below an example of a popular tool used in revenue management: The Booking Curve. All the cancellations will be taken into consideration on the reservations curve. Identify your Hot Days (or cold Days).

  15. Hotel Revenue Management Glossary & Terms

    Booking Pace. The speed at which bookings materialize over a period of time from the booking date to the arrival date. ... STR is a global provider of competitive benchmarking, information services and research to the hotel industry. STR reports provide property performance data compared to its competitive aggregate and general market, allowing ...


    The Pick up/Pace Report provides a detail breakdown of the hotel's monthly pick up by day in terms of Room Nights, ADR, Occupancy and RevPar. It also provides the booking pace by comparing figures with the previous year. From the Dash Board Screen, Select the "Pace" Tab Once selected, a brief explanation of the report will be displayed.

  17. Pick-up or Pace report

    The Daily Pick up or Daily Pace Report tells you how many bookings have been made since yesterday. Some of the things to focus on in the Pick-up report include: Room nights Revenue Bookings The report provides detailed breakdown of the hotel's monthly pick up by day in terms of Room Nights, ADR, Occupancy and RevPar.

  18. Pace Report

    Updated on Mar 24, 2020 The Pick up/Pace Report provides a detail breakdown of the hotel's monthly pick up by day in terms of Room Nights, ADR, Occupancy and RevPar. It also provides the booking pace by comparing figures with the previous year.

  19. Hotel Pick-Up Report & Booking Curves. : 4Hoteliers

    Hotel Pick-Up Report & Booking Curves. : 4Hoteliers (Click title to read article) Hotelier's 2010 Top Ten Internet Marketing Resolutions. Looking Forward to a Robust 2010 in China. Stay Controls or Restrictions. Can you influence it? How is it affecting your forecast? Are you loosing opportunities? Email:

  20. Novotel Moscow City, Moscow

    This modern hotel is conveniently located in Moscow City Business Center, a 5-minute walk from ExpoCenter. A spa center, a gym, free Wi-Fi and a 24-hour reception are featured at Novotel Moscow City. The spacious, air-conditioned rooms offer pastel-colored interiors and elegant décor. Each room comes with a flat-screen TV, a mini-bar and a ...

  21. 16 Best Hotels in Moscow

    Hotel Sevastopol Modern. 2 Poor. South-Western Administrative. $67+. Free Wi-Fi. Chekhoff Hotel Moscow Curio Collection by Hilton. Tverskoy District. $97+.

  22. Hilton Moscow Leningradskaya, Moscow

    Hilton Moscow Leningradskaya. Kalanchevskaya Street 21/40, Krasnoselsky, 107078 Moscow, Russia - Great location - show map - Subway Access. 8.4. Very Good. 2,650 reviews. near the metro near the train station clean room i liked the design. Mark Israel.

  23. AZIMUT Hotel Smolenskaya Moscow

    For your comfort, you will find slippers and free toiletries. The AZIMUT hotel offers an executive lounge with panoramic views of the Moscow's skyline in the evening, available for the guests. There is a 24-hour front desk at the hotel. Guests can enjoy a meal in the Avenue Restaurant, offering local and international cuisine.