@Oilfield_Rando@HiltonHotels Itβs not Hilton Corporate that did this. It was an independently owned franchisee. Iβd wait and see what the corporate response is.
@nearcyan Growing up in Japan, I remember walking in the hills above the city and seeing high water markers etched into rocks. It was unfathomable how high up the markers were relative to the ocean.
@JWurzak Very true. Accessing data for non room revenue to make dynamic pricing decisions in a sustainable and scaleable way can be difficult. Separately, IMO, being overly reliant on the STR report can lead people to make decisions to gain room revenue at the expense of total profit.
@debarghya_das@JoshLekach Cornell is test optional. So only those with the highest scores will submit. My guess is that in reality, average score is lower.
@PaulTTran To be realistic, it takes a special person to run a f&b operation. For the right person, it is amazing. For most people, it's the wrong choice and there are better places to focus energy.
@McFranchisee Happy hour pricing is not dynamic (generally speaking). It's differential pricing. For it to be dynamic, there would need to be some sort of lever that changes pricing based on demand more often than just saying you have a happy hour every day.
@Cobylefko Interior space matters much more. Proximity to restaurants and transport is important. Most important is company culture once in the office. Exterior facade... who cares.