From reporting to a daily steering tool.

A steering tool, not another report

The Clark team had always seen the numbers — the question was how to use them. The goal was not more reporting: it was to review booking, sales and demand data together and identify where performance differed from the current expectation.

The Clark already used IDeaS as its RMS. Peaqplus was chosen alongside it, not as a replacement, to support the shared analysis and management decisions around the existing pricing workflow.

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

In the interview, Lakézi reported significant revenue growth over the nine-month review period while the hotel retained the highest RevPAR in its competitive set. The exact figure appears only in his approved quote below.

He described using demand forecasts and pickup patterns to examine softer periods earlier, giving the team more context for pricing and campaign decisions instead of relying only on a last-minute response.

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

The team can keep the reason and supporting data visible alongside a pricing or commercial decision.

The shared view highlights deviations and directs the team to the dates that need discussion.

The customer describes less repeated data assembly and a clearer route into the commercial discussion.

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.