Data into advantage.

A steering tool, not another report

The Clark team had always seen the numbers — the question was what they could do with them. The goal was not more reporting: it was booking, sales and demand data in one place, showing in real time where the house deviates from the expected.

The Clark was no beginner in pricing automation: the house runs IDeaS for revenue management. Peaqplus wasn’t chosen to replace it but to sit alongside it — as the layer that turns data into shared management decisions.

The difference is not in the visuals but in the logic. The question stops being “what happened” — and becomes “why, and what do we do about it now”.

What nine months showed: strategy instead of firefighting

The review showed up in the numbers — and, just as tellingly, the hotel grew while keeping the highest RevPAR in its competitive set. Not growth from a low base, but from the front of the market.

Demand forecasts and pickup patterns flag early when a period starts soft. So instead of last-minute campaign firefighting, the strategy is built in time: where to step into pricing — and where to hold back the discounts.

Everyone sees the same data — the debate isn’t about whose number is right, but about what the next move is.

Decisions are measurable and auditable — behind every pricing move, the reason and the data that carried it.

The surface doesn’t just report: it highlights where intervention is needed, so no one hunts for where to look.

Less time assembling numbers, more time deciding — and a faster response to the market than before.

One platform, three houses

At the time of the interview, Lakézi was also Operations Director of Unione Hotel Management, the hotel’s operator — and Peaqplus didn’t stop at the Clark: today it runs in all three of the group’s houses, Leon Hotel Budapest and Melea The Health Concept Hotel included.

Three houses with very different profiles became comparable inside one platform — the same reports, the same logic, and the portfolio in a single view.