Every year-end, the RFP (Request for Proposal) season begins: companies launch bids to select the hotels where their employees will stay the following year. And every year, I see the same pattern across many independent hotels: responding to everything, offering discounts to everyone, and celebrating the number of closed accounts.
The question I would ask is different. It is not how many accounts the hotel will win, but rather which of them will actually drive results. Not all corporate demand holds the same value, and some cost more than they deliver.
Volume is not value
An account that generates many room nights looks great on a spreadsheet. But it is necessary to look beyond volume: what is the average daily rate, how often does the company stay, on which days of the week, and during which times of the year? An account that fills the hotel precisely on nights that would already sell out on their own brings no new demand. It merely swaps a guest who would pay more for one who pays less.
Start with existing demand
Instead of firing off proposals to companies chosen blindly, start with those that already book in your city or at competitor hotels. That is proven demand. The hotel’s own booking history, channel reports, and conversations with corporate travel management companies show where that demand is flowing.
The account must fit the hotel’s profile
Before closing a deal, ask: does this company stay on the days the hotel actually needs? A hotel that reaches full occupancy from Tuesday to Thursday but struggles on Sunday and Monday should pursue accounts that help on those exact days. Seasonality, demand peaks, and rate strategy must align with the agreement.
Fewer proposals, better crafted
Responding to dozens of low-potential RFPs drains the sales team’s time and rarely delivers results. Focus energy on a smaller number of opportunities with consistent demand, and craft well-structured proposals. And do not wait for the RFP to be issued to make an appearance: maintain a presence with travel agencies and corporate travel managers before the bidding opens.
An example in numbers
Consider a 48-room hotel with an average daily rate of R$ 320, selling at R$ 340 on peak nights. It evaluates two accounts. Account A promises 600 room nights per year at R$ 250, totaling R$ 150,000. Account B promises 350 room nights at R$ 290, totaling R$ 101,500.
Based on volume alone, the choice seems obvious.
However, 200 room nights from Account A fall on nights when the hotel would already sell out with guests paying R$ 340. On those nights, the account brings no new business; it merely trades R$ 340 for R$ 250. Factoring out this displacement effect, Account A’s actual net contribution drops to around R$ 82,000. Account B, on the other hand, stays on Sundays and Mondays, when the hotel has empty rooms—meaning all revenue is incremental, totaling R$ 101,500. The smaller account is worth more. These are illustrative figures, but they highlight why it is critical to look beyond volume.
What we see at Ameris
At Ameris, many still evaluate corporate accounts solely based on promised volume. When the analysis shifts to factor in the day of the week, seasonality, and displaced demand, the portfolio shifts—and so do the results.
What I recommend
Before responding to the next RFP, list your current accounts and, for each one, record the average daily rate, the days of stay, and how much of that demand the hotel would have sold anyway. It is a straightforward analysis, and it typically changes the dynamic of the renewal conversation.
About the Author
Nuno Jesus is the CEO of Ameris Hotéis, the largest independent hotel network in Latin America, comprising hundreds of hotels across several countries. Originally from Portugal, he arrived in Brazil in 2014 and began his hospitality career at the front desk. He worked with hotel groups such as BHG, San Diego Hotéis, and Nobile Hotéis, gaining experience in HR, finance, food and beverage, and events before moving into management; in these roles, he achieved hotel quality certifications and was named Leader of the Year in 2018. He holds degrees in Logistics and Management Processes, as well as an MBA in Business Management. At the helm of Ameris since 2021, he leads the company with a focus on the distribution and technology that connect hundreds of independent hotels to the market. In his articles, he combines these elements into practical strategies that help independent hoteliers increase sales, reduce dependency, and grow autonomously.
Connect with Nuno on LinkedIn
https://www.linkedin.com/in/nuno-andr%C3%A9-jesus-424a08128/