How Schlössle Hotel Keeps Its Medieval Character While Bringing Revenue Management Into Daily Operations with Mews

Schlössle Hotel in Tallinn uses Mews to modernize hotel operations while preserving the character and service of its historic property.

How Ostello Bello Runs 13 Italian Hostels with Less Admin and More Community Using Mews

Ostello Bello uses Mews across 13 Italian properties to reduce administrative work, simplify staff training and keep its teams focused on what matters most: connecting with guests.

How Estival Hotels & Resorts Increased Conversions by 85% with Paraty Tech’s Digital Marketing Strategy

In just five months, Estival Hotels & Resorts increased digital marketing conversions by 85% and conversion value by 74%. Discover how Paraty Tech helped the hotel group achieve these results through a coordinated strategy combining Google Ads, Metasearch, and Social Ads.

How Rainbow Bay Resort's First-Time Managers Took Pricing Off Their Plate in Two Weeks

Kylie and Brendan Edwards took over Rainbow Bay Resort on the Gold Coast with no prior holiday letting experience. They inherited a manual pricing process that consumed hours each day and left them unsure whether their rates were right.

How Eco Beach Resort Lifted Revenue 10–15% and Won Back Up to 20 Hours a Week

Josh Raines runs the management rights at Eco Beach Resort, a 28-room property in Byron Bay. Manual pricing and competitor checks were taking 10 to 20 hours of his week, with constant pressure to plan peak dates up to 12 months out.

How Viceroy Chicago Collected $4,000+ in Digital Tips in Its First Three Months

Viceroy Chicago is a luxury hotel in Chicago's Gold Coast with 180 rooms and 18 suites, named among the Top 10 Hotels in Chicago by Condé Nast Traveler. Guests wanted to thank room attendants, but few carried cash, so the in-room tip had all but disappeared. Viceroy launched eTip with room-specific QR codes and separate codes for bell staff, and collected more than $4,000 in tips in the first three months.

How Bellyard Hotel Got Tips to Every Housekeeper, Including Contract Staff Without Bank Accounts

Bellyard Hotel is a Marriott Tribute Portfolio boutique hotel at The Interlock in Atlanta's West Midtown, with a team of 50+. Guests kept coming to the front desk asking to tip housekeeping by card. But most of the housekeeping team was contract labor without bank accounts, so the hotel had no way to pay those tips out. Bellyard launched eTip with QR codes on custom wooden stands and a pooled tip system that pays every housekeeping role, contractors included.

How City Pop Launched a New Short-Stay Brand With the Right Prices From Day One

City Pop runs a hybrid model of serviced apartments, digital guest journeys, and flexible stay lengths across Europe. Launching its short-stay brand City Pop 2NIGHT meant pricing a new product with no historical data, and its previous pricing system was slowing the team down and pushing rates too high.

How Bayview Beachfront Apartments Earns About A$120 More per Room, per Night in Byron Bay

Bayview Beachfront Apartments is a 10–25-unit beachfront property in Byron Bay, Australia, and one of four properties managed by Adam Henke. Adam checked and adjusted rates by hand once or twice a day, a time-consuming process that still left him guessing between underpricing and empty apartments. He wanted pricing decisions grounded in data, not instinct.

How Keahotels Grew ADR by 17% Across 10 Icelandic Hotels and Freed Its Revenue Team for Strategy

Keahotels is one of Iceland’s leading hotel groups, with 10 properties and around 900 rooms, from the landmark Hotel Borg in Reykjavík to Hotel Sigló in Siglufjörður. Iceland’s demand is international, highly seasonal, and sensitive to airline capacity, exchange rates, and even volcanic activity. Keahotels had already tried both a rule-based RMS and an AI-driven platform: the first needed constant intervention, and the second made pricing decisions the team couldn’t see into or align with strategy.

How Heron Hospitality Grew RevPAR by 25% Across Its Independent Properties While Saving Up to 12 Hours a Week

Heron Hospitality is a growing independent hotel group in North Carolina. Its properties include The Harvey, a digital-first boutique hotel in New Bern; Pony Island Inn, a 49-room island retreat on Ocracoke; and the Atlantis Lodge, a 44-suite mid-century oceanfront property. COO and co-owner Gary Curry priced all three by hand, checking competitors rates and updating ResNexus several times a week, but manual pricing couldn’t keep up as the portfolio grew.

Nova Inn Resort lifts ADR and review scores with Mews PMS and RMS

Nova Inn Resort, a 103-room independent hotel in Boynton Beach, Florida, moved operations, distribution and pricing onto Mews after its renovation. Standard Room ADR is up 36% and its Expedia review score has risen from below 6.0 to 8.2.

Ash Hotels standardizes a growing portfolio and targets $15K in OTA savings with Mews

Hotel Peter and Paul in New Orleans is a landmark property from ASH Hotels. It is a historic church, schoolhouse, rectory, and convent, reborn into a luxury 71-room boutique hotel located in the heart of New Orleans' modish Faubourg Marigny district. Such a unique property needed a unique revenue strategy.

How Air Venice Replaced Last-Minute Discounting with Data-Driven Pricing and Reclaimed 2+ Hours a Week

From Hours of Guesswork to a Weekly Check: How Après Inn Killington Found Its Pricing Rhythm

Après Inn sits in Killington, Vermont, one of the East Coast’s best-known ski destinations. Owners Brett and Casey transformed the former Happy Bear Motel, a rundown 1960s property in an excellent location, into a 10–25-room inn that keeps its Vermont charm while offering the technology and amenities today’s guests expect. With the renovation complete, they wanted their pricing to be as modern as the property.

How Golden Collection Hotels Grew Revenue 30% Across the Independent Hotels It Manages

Golden Collection Hotels manages revenue for independent and boutique properties across Mexico, from Mexico City to Tulum to San Miguel de Allende. With every price set by hand, each revenue manager spent 30 to 35 hours a month per hotel, and still reacted too slowly in fast-moving markets.