The Bois Joli Hotel

Could you introduce yourself and your property?

My name is Ambre Cipolin, and I manage the Bois Joli Hotel, a 14-room property located in Cauterets in the Pyrenees. I have been managing the hotel for three years alongside my partner under a co-management agreement.

After completing a BTS with a focus on hospitality, followed by a professional bachelor’s degree in tourism in Spain, I furthered my studies in France with a professional bachelor’s degree in service quality. Quality is at the heart of our approach: it plays a key role in the guest experience, allows us to improve our offerings, and serves as a true differentiator beyond a mere statement of intent.

Could you tell us about your background and your approach to Revenue Management up to now?

For nearly three years, I practiced Revenue Management empirically, mainly by analyzing competitors’ rates to better understand our positioning. I would occasionally adjust prices and implement promotions during slower periods, often using the psychological impact of crossed-out pricing when relevant.

I quickly realized the need to rely on a tool. Managing dynamic pricing was very time-consuming, and in a small property like ours, we have to handle everything: human resources, operations, and sales. It was therefore essential for me to make decisions based on reliable data.

Even though the need was clear, I wanted to review all the solutions available on the market. The features vary greatly from one tool to another, and through the demonstrations, I refined the criteria that were truly suited to the specific needs of my property.

What challenges were you facing?

Beyond pricing strategy, our main challenge was finding a partner truly aligned with our boutique hotel positioning. The market leaders did not meet our needs.

We were looking for a partner of our scale, capable of understanding our challenges through a relationship based on communication and closeness. Having a dedicated account manager makes discussions, dialogue, and the sharing of vision much easier.

What were your selection criteria, and how did the Revbell RMS stand out?

The scalability of the Revbell RMS particularly caught my attention, especially with the rate monitoring it offers. Revbell also stood out for its regular recommendations based on pick-up, a feature we did not find in the other tools we evaluated.

The ability to compare demand curves year over year, as well as to benefit from a meaningful analysis of historical data, was also among our essential criteria.

What challenges and objectives led you to invest in the Revbell RMS?

When we took on the co-management of the property, we set a clear objective: to remain open ten months a year. This goal is primarily linked to our image, demonstrating that the hotel is accessible for stays and short stays across a large part of the year.

It is also a strong commitment to our team. By offering more stable employment, we foster a relationship of mutual trust. More broadly, we aim to contribute to the local economy by supporting nearby businesses and local producers we work with, particularly in catering. Our priority is to sustain employment, local stakeholders, and our partners.

To achieve these objectives, the Revbell RMS supports us in optimizing our seasons and occupancy rates without sacrificing the average daily rate, while also enhancing the hotel’s overall appeal.

How did the onboarding phase go?

We wanted to complete the onboarding quickly, so we decided to launch it in July, right in the middle of the high season. This slightly complicated the process, as our schedule was very busy, but in hindsight, I would make the same choice.

This phase requires taking the time to do things properly: planning the tools to implement in advance and clearly defining objectives is essential to ensure a smooth onboarding.

I would also like to thank and highlight the adaptability and availability of Hugues, our Account Manager, who was able to adjust to our constraints despite a challenging context. For our part, this stage was primarily an important learning phase.

Have you noticed any measurable improvements since implementing the RMS?

After six months of use, it is still difficult to isolate the effects precisely, as we have been carrying out numerous projects in parallel: website redesign, SEO optimization, strengthening our presence on Google, and implementing multichannel communication.

However, the impact is clearly noticeable in rate management, particularly during the shoulder seasons, where we have observed real improvements. All of the actions taken this year have resulted in greater visibility and an increase in direct bookings.

How does the Revbell RMS fit into your daily routine?

Before Revbell, rate monitoring was done manually every two weeks, day by day, which took us about three hours and greatly limited our responsiveness.

Today, the tool fits seamlessly into our daily routine and requires almost no time. Knowing the promotions and their dates, I can manage the periods in five minutes in the morning, often over a cup of coffee. Revbell is easy to use and has saved us a considerable amount of time, which we can now dedicate to running the hotel.

What are the main challenges for a ski resort hotel?

The challenges are multiple. Guests are increasingly budget-conscious, which encourages direct bookings—a positive aspect for the hotel. The ecological factor is also becoming more important in their choices.

Weather remains a key factor: a lack of snow significantly reduces bookings, while heavy snowfall can fill the hotel over a weekend. Our location, close to various mountain activities, allows us to cater to demand for alternative leisure options beyond skiing. These factors strongly influence our rates during the winter season.

The Revbell RMS allows us to adapt quickly to weather conditions, adjusting our prices up or down in just a few clicks. Our market knowledge also helps us forecast and plan more effectively.

Would you like to share a piece of advice for hoteliers considering implementing an RMS?

For those who are still hesitant, I strongly encourage attending demonstrations. This helps better define your objectives and opens up new opportunities. For properties that are still managing Revenue Management manually, a tool like the Revbell RMS provides real added value.

Revenue Management is becoming increasingly important in consumers’ daily lives and applies across various sectors. We face a clientele that is more flexible with dynamic pricing, allowing us to implement this type of pricing without losing potential guests. As a hotelier, it is therefore essential to get on board.

Finally, having a French-speaking contact is a real advantage. Since Revenue Management is a key factor in a hotel’s success, we preferred to work with a French company rather than a foreign provider, given the technical nature of the discipline.