{"id":8693,"date":"2025-07-16T09:41:11","date_gmt":"2025-07-16T09:41:11","guid":{"rendered":"https:\/\/123compare.me\/?p=8693"},"modified":"2025-11-19T11:14:52","modified_gmt":"2025-11-19T11:14:52","slug":"booking-holdings-group-poses-the-greatest-risk-to-rate-integrity","status":"publish","type":"post","link":"https:\/\/123compare.me\/en\/booking-holdings-group-poses-the-greatest-risk-to-rate-integrity\/","title":{"rendered":"Booking Holdings Group Poses the Greatest Risk to Rate Integrity"},"content":{"rendered":"[vc_row type=”in_container” full_screen_row_position=”middle” column_margin=”default” column_direction=”default” column_direction_tablet=”default” column_direction_phone=”default” scene_position=”center” text_color=”dark” text_align=”left” row_border_radius=”none” row_border_radius_applies=”bg” overflow=”visible” overlay_strength=”0.3″ gradient_direction=”left_to_right” shape_divider_position=”bottom” bg_image_animation=”none”][vc_column column_padding=”no-extra-padding” column_padding_tablet=”inherit” column_padding_phone=”inherit” column_padding_position=”all” column_element_direction_desktop=”default” column_element_spacing=”default” desktop_text_alignment=”default” tablet_text_alignment=”default” phone_text_alignment=”default” background_color_opacity=”1″ background_hover_color_opacity=”1″ column_backdrop_filter=”none” column_shadow=”none” column_border_radius=”none” column_link_target=”_self” column_position=”default” gradient_direction=”left_to_right” overlay_strength=”0.3″ width=”1\/1″ tablet_width_inherit=”default” animation_type=”default” bg_image_animation=”none” border_type=”simple” column_border_width=”none” column_border_style=”solid”][nectar_highlighted_text color_type=”regular” style=”full_text” highlight_expansion=”default”]\n

Introduction<\/b><\/b><\/h2>\n[\/nectar_highlighted_text][vc_column_text]In its June edition, the World Parity Monitor (WPM) by 123Compare.me examines the rate integrity of the direct channel versus 188 OTAs and metasearch engines, relying on data trends observed during the month.<\/strong><\/p>\n

The report identifies which intermediaries most frequently published lower prices than the official hotel website,<\/strong> and in how many cases they published lower rates when no other channel matched that rate.<\/p>\n

The analysis is based on <\/span>four key indicators<\/b>:<\/span><\/p>\n

    \n
  1. % Lowest:<\/b> Frequency an OTA or other intermediary offered the lowest price for a given stay, compared to the direct channel and other OTAs<\/span><\/li>\n
  2. Unique Lowest:<\/b> Frequency an OTA was the only one offering the lowest price (below both the direct channel and other OTAs).<\/span><\/li>\n
  3. Lose Cases:<\/b> Total number of disparities generated.<\/span><\/li>\n
  4. Average of OTAs at Lowest Price:<\/b> Average number of OTAs matching the lowest price when a disparity occurs.<\/span><\/li>\n<\/ol>\n

    These KPIs reveal three distinct behavioral profiles:<\/strong><\/span><\/p>\n

      \n
    • Disruptive:<\/b> Create a high risk of price integrity loss.<\/span><\/li>\n
    • Reactive:<\/b> Participate in highly competitive environments, but without exclusive price leadership.<\/span><\/li>\n
    • Passive: <\/b>Involvement is marginal or occasional.<\/span><\/li>\n<\/ul>\n

      The following table outlines the types of intermediaries found in each group, the level of risk they represent, and the recommended actions hotels can take in response.[\/vc_column_text][nectar_highlighted_text color_type=”regular” style=”full_text” highlight_expansion=”default” font_line_height=”1.1″]\n

      \n\n\n\n\n\n\n\n
      Group<\/th>\nType of intermediary<\/th>\nRisk<\/th>\nRecommended Action<\/th>\n<\/tr>\n<\/thead>\n
      Disruptive<\/strong><\/td>\nMajor OTAs, affiliate platforms, resellers using third-party inventory.<\/td>\nHigh<\/td>\nExclusion, renegotiation, traceability<\/td>\n<\/tr>\n
      Reactive<\/strong><\/td>\nRegional OTAs, metasearch with hotel focus, intermediaries
      \nreplicating major channels.<\/td>\n      		Medium<\/td>\nOngoing monitoring<\/td>\n<\/tr>\n
      Passive<\/strong><\/td>\nLocal\/specialized OTAs, niche resellers, secondary metasearch tools.<\/td>\nLow<\/td>\nPassive monitoring<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/figure>\n[\/nectar_highlighted_text][nectar_highlighted_text color_type=”regular” style=”full_text” highlight_expansion=”default”]\n
      Table 1. <\/b>Behavioral Profiles of Online Intermediaries.<\/span><\/h5>\n[\/nectar_highlighted_text][vc_column_text]The findings highlight<\/strong> which intermediaries are most likely to break price parity \u2014 and give hotels a clear starting point for where to take action. Each profile reflects a different level of risk, and understanding who\u2019s involved in each group can help hoteliers adjust their strategy accordingly.<\/p>\n

      In the next sections, we take a closer look at each group \u2014 their behavior, their impact, and the OTAs driving most of the disparities.[\/vc_column_text][nectar_highlighted_text color_type=”regular” style=”full_text” highlight_expansion=”default”]\n

      1. Disruptive Intermediaries: Main Drivers of Parity Loss<\/b><\/b><\/h2>\n[\/nectar_highlighted_text][nectar_highlighted_text color_type=”regular” style=”full_text” highlight_expansion=”default” font_line_height=”1.1″]\n\n\n\n\n\n\n
      Profile overview<\/th>\n<\/tr>\n
      This group includes the most aggressive and hardest-to-control intermediaries.<\/td>\n<\/tr>\n
      They frequently undercut the direct channel \u2014 and often do so independently.<\/td>\n<\/tr>\n
      They generate a high number of disparities and show patterns linked to unauthorized inventory, complex affiliation networks or unclear distribution strategies.<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n[\/nectar_highlighted_text][nectar_highlighted_text color_type=”regular” style=”full_text” highlight_expansion=”default”]\n

      1.1. What Makes This Group Stand Out?<\/b><\/b><\/h3>\n[\/nectar_highlighted_text][vc_column_text]Disruptive intermediaries show strong and consistent signs of aggressive behavior in the market. Their pricing activity is highly visible and often unpredictable \u2014 making them especially problematic for hotels aiming to protect their direct channel.<\/p>\n
        \n
      1. High number of Lose Cases, <\/b>meaning they\u2019re often involved when the direct channel is undercut.<\/li>\n
      2. %Lowest above 30%, <\/b>showing strong tendency to publish the cheapest price.<\/li>\n
      3. Significant presence of Unique Lowest, <\/b>highlighting their ability to lead price disparities alone.<\/span><\/li>\n
      4. Variable presence of other OTAs at lowest price, <\/b>suggesting they operate both alone and in price war environments.<\/li>\n<\/ol>\n[\/vc_column_text][nectar_highlighted_text color_type=”regular” style=”full_text” highlight_expansion=”default” font_line_height=”1.1″]\n

        1.2. What Kind of Intermediaries Fall Into This Group?<\/b><\/b><\/h3>\n[\/nectar_highlighted_text][vc_column_text]All intermediaries in this group are OTAs \u2014 no metasearch engines were identified.<\/p>\n

        Disruptive OTAs typically fall into one of these categories:<\/p>\n

          \n
        1. Major OTAs:<\/b> Key players in online distribution, with high visibility and constant presence in metasearch results. Their relative aggressiveness varies, but they account for a majority of disparity recorded.<\/span><\/li>\n
        2. OTAs linked to bedbanks:<\/b> Channels that rely on indirect inventory and carry higher tariff control risks.<\/span><\/li>\n
        3. High-impact affiliate OTAs or resellers:<\/b> Platforms that repeatedly emerge as the cheapest channel, often using scraping, affiliation, or non-contractual sources\u2014making them difficult to manage.<\/span><\/li>\n<\/ol>\n[\/vc_column_text][nectar_highlighted_text color_type=”regular” style=”full_text” highlight_expansion=”default”]\n

          1.3. Which OTAs Represent This Group Best?<\/b><\/b><\/h3>\n[\/nectar_highlighted_text][vc_column_text]These are the intermediaries that pose the greatest risk to rate integrity.<\/p>\n

          Whether due to their scale, aggressiveness, or lack of control, these OTAs consistently appear as the lowest-priced channel\u2014 often without any other OTA matching their rate. Their impact makes them key drivers of parity loss within the Disruptive group.[\/vc_column_text][nectar_highlighted_text color_type=”regular” highlight_color=”#00066a” text_color=”#00066a” style=”regular_underline” highlight_expansion=”closest” underline_thickness=”default” disable_mobile_animation=”true”]\n

          OTAs<\/strong><\/div>\n[\/nectar_highlighted_text][vc_column_text]\n
            \n
          • Agoda (Booking Holdings):<\/b> Over 10,000 cases as the cheapest channel, with 39.8% Lowest and 1,684 unique disparities. High volume and aggressive.<\/span><\/li>\n
          • Priceline (Booking Holdings):<\/b> 3,891 cases as Lowest, including 651 unique ones. Consistent pattern in competitive contexts.<\/span><\/li>\n
          • Booking.com:<\/b> More than 22,000 total disparities. Lower %Lowest (7.38%) but often involved in price wars \u2014 with an average of 3.85 OTAs matching the same lowest rate.<\/span><\/li>\n
          • Expedia and Hotels.com (Expedia Group):<\/b> Over 100,000 disparities detected. Their %Lowest is relatively low (2.96%), but their worldwide presence and high traffic levels mean they still appear frequently \u2014 making continuous monitoring essential.<\/span><\/li>\n<\/ul>\n[\/vc_column_text][nectar_highlighted_text color_type=”regular” highlight_color=”#00066a” text_color=”#00066a” style=”regular_underline” highlight_expansion=”closest” underline_thickness=”default” disable_mobile_animation=”true”]\n
            Affiliate or Repetitive Behavior OTAs<\/strong><\/div>\n[\/nectar_highlighted_text][vc_column_text]\n
              \n
            • Traveluro:<\/b> Over 12,000 lose cases, with a %Lowest above 58% and 2,472 unique cases. Often the sole lowest price.<\/span><\/li>\n
            • Hotelvoy and Super.com:<\/b> Similar patterns, frequently lead disparities and are difficult to predict or block.<\/span><\/li>\n<\/ul>\n[\/vc_column_text][nectar_highlighted_text color_type=”regular” style=”full_text” highlight_expansion=”default”]\n

              2. Reactive Intermediaries: Shared Disparity Behavior<\/b><\/b><\/h2>\n[\/nectar_highlighted_text][nectar_highlighted_text color_type=”regular” style=”full_text” highlight_expansion=”default” font_line_height=”1.1″]\n\n\n\n\n\n\n
              Profile overview<\/th>\n<\/tr>\n
              These intermediaries frequently appear in price disparities, but rarely act alone.<\/td>\n<\/tr>\n
              They lower prices and contribute to parity loss \u2014 but typically in coordination with others.<\/td>\n<\/tr>\n
              Their behavior reflects participation in competitive environments without taking the lead.<\/span><\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n[\/nectar_highlighted_text][nectar_highlighted_text color_type=”regular” style=”full_text” highlight_expansion=”default”]\n

              2.1. What Makes This Group Different?<\/b><\/b><\/h3>\n[\/nectar_highlighted_text][vc_column_text]Reactive intermediaries are involved in many parity issues, but they don\u2019t usually initiate them.<\/p>\n

              Their pricing behavior tends to follow the market, not lead it.<\/p>\n

                \n
              1. Significant number of Lose Cases,<\/strong> but low Unique Lowest,<\/strong> indicating they rarely lead the price cuts.<\/li>\n
              2. Average OTAs at Lowest Price<\/strong> typically between 3 and 4, clearly pointing to price war environments.<\/strong><\/li>\n<\/ol>\n[\/vc_column_text][nectar_highlighted_text color_type=”regular” style=”full_text” highlight_expansion=”default”]\n

                2.2. What Kind of Intermediaries Fall Into This Group?<\/b><\/b><\/h3>\n[\/nectar_highlighted_text][vc_column_text]Reactive intermediaries include a mix of mid-sized OTAs, resellers, and metasearch platforms \u2014 all of which tend to reflect rather than shape the pricing landscape.<\/p>\n
                  \n
                1. Mid-sized OTAs with regional or niche focus.<\/b><\/li>\n
                2. Resellers using third-party inventory<\/b> (from OTAs or bedbanks), without pricing authority.<\/span><\/li>\n
                3. Metasearch engines with strong hotel presence<\/b>, especially in competitive pricing destinations.<\/span><\/li>\n<\/ol>\n[\/vc_column_text][nectar_highlighted_text color_type=”regular” style=”full_text” highlight_expansion=”default”]\n

                  2.3. Which OTAs Represent This Group Best?<\/b><\/b><\/h3>\n

                  <\/h4>\n[\/nectar_highlighted_text][vc_column_text]The following intermediaries show the typical patterns of reactive behavior.<\/p>\n

                  They participate in parity issues at scale, but seldom act alone \u2014 reinforcing the idea of shared pricing dynamics.[\/vc_column_text][nectar_highlighted_text color_type=”regular” highlight_color=”#00066a” text_color=”#00066a” style=”regular_underline” highlight_expansion=”closest” underline_thickness=”default” disable_mobile_animation=”true”]\n

                  OTAs and resellers<\/strong><\/div>\n[\/nectar_highlighted_text][vc_column_text]\n
                    \n
                  • Bluepillow:<\/b> Over 56,000 cases detected, 22,010 lose cases, and 38.5% Lowest. Only 12.9% were unique, confirming its shared behavior.<\/span><\/li>\n
                  • Destinia:<\/b> Spanish OTA with strong regional presence. Over 5,600 lose cases, very low exclusivity.<\/span><\/li>\n
                  • Zenhotels<\/b> and <\/span>Amimir<\/b>: Resell third-party rates, active in highly competitive environments.<\/span><\/li>\n<\/ul>\n[\/vc_column_text][nectar_highlighted_text color_type=”regular” highlight_color=”#00066a” text_color=”#00066a” style=”regular_underline” highlight_expansion=”closest” underline_thickness=”default” disable_mobile_animation=”true”]\n
                    Metasearch Engines<\/strong><\/div>\n[\/nectar_highlighted_text][vc_column_text]\n
                      \n
                    • Trivago:<\/b> Strong presence in the hotel segment, reflects pricing in highly competitive settings.<\/span><\/li>\n<\/ul>\n[\/vc_column_text][nectar_highlighted_text color_type=”regular” style=”full_text” highlight_expansion=”default”]\n

                      3. Passive Intermediaries: Low-Impact Channels with Minimal Risk<\/b><\/b><\/h2>\n[\/nectar_highlighted_text][nectar_highlighted_text color_type=”regular” style=”full_text” highlight_expansion=”default” font_line_height=”1.1″]\n\n\n\n\n\n\n
                      Profile overview<\/th>\n<\/tr>\n
                      This group mostly includes intermediaries with limited pricing aggressiveness.\u00a0<\/span><\/td>\n<\/tr>\n
                      They rarely undercut the direct channel, and when they do, it\u2019s usually alongside others.<\/span><\/td>\n<\/tr>\n
                      They tend to operate in less competitive environments and pose minimal risk to rate integrity.<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n[\/nectar_highlighted_text][nectar_highlighted_text color_type=”regular” style=”full_text” highlight_expansion=”default”]\n

                      3.1. What Makes This Group Less Problematic?<\/b><\/b><\/h3>\n[\/nectar_highlighted_text][vc_column_text]Passive intermediaries show little involvement in price parity issues.<\/p>\n

                      Their activity is low both in volume and in exclusivity, making them a lower priority for monitoring.<\/p>\n

                        \n
                      1. Minimal involvement in price disparities.<\/span><\/li>\n
                      2. % Lowest<\/b> is marginal \u2014 often below 5%.<\/span><\/li>\n
                      3. Very low Unique Lowest<\/strong> values, meaning they almost never lead price disparities.<\/li>\n
                      4. Average OTAs at Lowest Price<\/strong> is below 2, confirming a low-competition environment.<\/li>\n<\/ol>\n[\/vc_column_text][nectar_highlighted_text color_type=”regular” style=”full_text” highlight_expansion=”default”]\n

                        3.2. What Kind of Intermediaries Fall Into This Group?<\/b><\/b><\/h3>\n[\/nectar_highlighted_text][vc_column_text]This group includes smaller OTAs and platforms with low visibility in hotel distribution. Many of them operate in specific niches or serve secondary roles in the travel ecosystem.<\/p>\n
                          \n
                        1. Local or niche OTAs with specific market or segment focus.<\/b><\/li>\n
                        2. Niche resellers targeting specific audiences<\/strong> \u2014 such as cultural tourism or senior travelers.<\/li>\n
                        3. Metasearch engines with limited hotel activity<\/strong> \u2014 well known globally but secondary players in hotels.<\/li>\n<\/ol>\n[\/vc_column_text][nectar_highlighted_text color_type=”regular” style=”full_text” highlight_expansion=”default”]\n

                          3.3. Which OTAs Represent This Group Best?<\/b><\/b><\/h3>\n

                          Here are some of the intermediaries that clearly reflect passive behavior \u2014 low involvement, low exclusivity, and limited influence on pricing dynamics.[\/nectar_highlighted_text][nectar_highlighted_text color_type=”regular” highlight_color=”#00066a” text_color=”#00066a” style=”regular_underline” highlight_expansion=”closest” underline_thickness=”default” disable_mobile_animation=”true”]\n

                          OTAs<\/strong><\/div>\n[\/nectar_highlighted_text][vc_column_text]\n
                            \n
                          • Logitravel:<\/b> Spanish platform focused on dynamic packages and getaways. Stable pricing with low incidence as cheapest channel.<\/span><\/li>\n
                          • Atr\u00e1palo:<\/b> Spanish-language OTA with diversified offerings. Low participation in disparities, both in volume and exclusivity.<\/span><\/li>\n
                          • eDreams<\/b> (Odigeo Group) and <\/span>Lastminute <\/b>(Lastminute.com Group): Strong in flights, low relevance in hotels. Rarely lead hotel price disparities.<\/span><\/li>\n<\/ul>\n[\/vc_column_text][nectar_highlighted_text color_type=”regular” highlight_color=”#00066a” text_color=”#00066a” style=”regular_underline” highlight_expansion=”closest” underline_thickness=”default” disable_mobile_animation=”true”]\n
                            Metasearch Engines<\/strong><\/div>\n[\/nectar_highlighted_text][vc_column_text]\n
                              \n
                            • Kayak <\/b>and <\/span>Skyscanner<\/b>: Well-known for flight comparison; their hotel activity shows very low incidence.<\/span><\/li>\n<\/ul>\n[\/vc_column_text][nectar_highlighted_text color_type=”regular” style=”full_text” highlight_expansion=”default”]\n

                              4. Final Takeaway<\/b><\/b><\/h2>\n[\/nectar_highlighted_text][vc_column_text]The June edition of the World Parity Monitor<\/strong> goes beyond identifying disparities \u2014 it offers hotels a clear, structured way to understand who is driving parity loss,<\/strong> and under what conditions.<\/p>\n

                              Thanks to a behavioral segmentation grounded in real market data, the report reveals that not all intermediaries play the same role.<\/strong> Some act as active disruptors, consistently undercutting the direct channel. Others follow \u2014 rather than lead \u2014 market dynamics. And many simply operate on the margins.<\/p>\n

                              This matters because visibility doesn\u2019t always equal risk. A well-known brand might be doing the most damage, while lesser-known platforms often have negligible impact.<\/p>\n

                              What this report delivers is clarity \u2014 and a practical roadmap for action:<\/p>\n

                                \n
                              • Prioritize action against true disruptors, not just familiar names.<\/strong><\/li>\n
                              • Monitor reactive players that amplify competitive tension.<\/strong><\/li>\n
                              • Down-prioritize passive channels with low impact on parity.<\/strong><\/li>\n<\/ul>\n

                                By shifting from anecdotal frustration to data-driven insight, hoteliers can regain control of their pricing, protect their direct channel, and make smarter, more strategic distribution choices.[\/vc_column_text][nectar_highlighted_text color_type=”regular” style=”full_text” highlight_expansion=”default” font_line_height=”1.0″]\n

                                5. Expert Insight \u2014 Turning Risk into Strategy:<\/b><\/h2>\n


                                \nRoberto Gobo
                                \nDirector of Digital Strategy and Technology at Valamar<\/b><\/b><\/h2>\n[\/nectar_highlighted_text][nectar_highlighted_text color_type=”regular” style=”full_text” highlight_expansion=”default”]To close this edition of the World Parity Monitor, we turn to the voice of an expert deeply engaged in digital transformation for hospitality. Roberto Gobo, Director of Digital Strategy and Technology at Valamar, shares a detailed perspective on how hoteliers can act upon the risks exposed in June\u2019s WPM \u2014 particularly those stemming from Disruptive intermediaries.<\/span>[\/nectar_highlighted_text][nectar_single_testimonial testimonial_style=”basic” quote=”June\u2019s World Parity Monitor is particularly noteworthy. It offers excellent insights into OTA behavior and highlights the risks that hoteliers face. These reports are incredibly beneficial for both independent hoteliers and chains in strategizing how to minimize price undercutting by external partners such as OTAs, resellers, and affiliate platforms.”][nectar_highlighted_text color_type=”regular” style=”full_text” highlight_expansion=”default”]Focusing on the Disruptive Behavior pattern, Gobo outlines a number of concrete actions hoteliers can take to mitigate the impact. A robust digital infrastructure is essential \u2014 including a website with an integrated booking engine, a channel manager, and online payment capabilities.\u00a0<\/span>[\/nectar_highlighted_text][nectar_highlighted_text color_type=”regular” style=”full_text” highlight_expansion=”default”]A channel manager helps retrieve OTA reservations directly into the PMS, while integrating the website with a payment provider avoids booking engine fees during direct bookings. In this setup, hoteliers only pay a fee to the payment gateway, not the booking engine, and once the payment is completed, the reservation flows into the booking engine.<\/span>[\/nectar_highlighted_text][nectar_highlighted_text color_type=”regular” style=”full_text” highlight_expansion=”default”]This structure supports scalable direct distribution, boosts online bookings, and enhances both ADR and RevPAR.<\/span>[\/nectar_highlighted_text][nectar_highlighted_text color_type=”regular” style=”full_text” highlight_expansion=”default”]Gobo also stresses the importance of automating payment flows \u2014 regardless of whether the reservation is made on the hotel\u2019s website, call center, or through an OTA. This allows hoteliers to control the full payment process and avoid scenarios where guests pay OTAs directly.<\/span>[\/nectar_highlighted_text][nectar_single_testimonial testimonial_style=”basic” text_color=”#000000″ quote=”They should not allow reservations to be paid on OTAs, aggregators, or resellers\u2019 websites. By collecting payments themselves \u2014 even for OTA bookings \u2014 hoteliers can always verify the selling price. If the OTA\u2019s rate is lower than the hotel\u2019s official rate, they can immediately react and claim the full price.”][nectar_highlighted_text color_type=”regular” style=”full_text” highlight_expansion=”default”]By connecting the website to the payment gateway and centralizing all payments, hotels gain real-time visibility over final booking prices and can address disparities before they impact performance.<\/span>[\/nectar_highlighted_text][nectar_highlighted_text color_type=”regular” style=”full_text” highlight_expansion=”default”]Finally, Gobo encourages collaboration among independents:<\/span>[\/nectar_highlighted_text][nectar_single_testimonial testimonial_style=”basic” quote=”Independent hoteliers should consider forming clusters \u2014 sharing investments in digital marketing, tech infrastructure and sales campaigns \u2014 to replicate the capabilities of larger hotel chains.”][nectar_highlighted_text color_type=”regular” style=”full_text” highlight_expansion=”default”]\n

                                Analyses<\/b><\/h4>\n[\/nectar_highlighted_text][nectar_highlighted_text color_type=”regular” style=”full_text” highlight_expansion=”default”]\n
                                \n

                                Once the segmentation was completed using K-means clustering, each group of intermediaries was analyzed according to its behavioral patterns in pricing.<\/p>\n

                                The three resulting profiles \u2014 Disruptive, Reactive, and Passive \u2014 emerged from the distribution and concentration of the four key variables:<\/p>\n<\/div>\n[\/nectar_highlighted_text][nectar_highlighted_text color_type=”regular” style=”full_text” highlight_expansion=”default”]\n

                                \n
                                  \n
                                • Intermediaries with high %Lowest and Unique Lowest, as well as a large number of Lose Cases, <\/strong>were classified as Disruptive.<\/strong><\/li>\n
                                • Those with moderate Lose Cases, low exclusivity, and high presence of other OTAs at lowest price were labeled Reactive.<\/strong><\/li>\n
                                • Finally, players with marginal %Lowest and minimal participation in price disparities were grouped as Passive.<\/strong><\/li>\n<\/ul>\n<\/div>\n[\/nectar_highlighted_text][nectar_highlighted_text color_type=”regular” style=”full_text” highlight_expansion=”default”]\n
                                  \n

                                  This classification provides a more actionable framework than a channel-by-channel view. Instead of treating all disparities equally, it allows hoteliers to distinguish between structural threats, opportunistic followers, and low-impact players \u2014 and to adapt their response strategies accordingly.<\/p>\n<\/div>\n[\/nectar_highlighted_text][divider line_type=”Full Width Line” line_thickness=”2″ divider_color=”extra-color-1″][nectar_highlighted_text color_type=”regular” style=”full_text” highlight_expansion=”default”]\n

                                  About WPM<\/b><\/h4>\n[\/nectar_highlighted_text][nectar_highlighted_text color_type=”regular” style=”full_text” highlight_expansion=”default”]\n
                                  \n

                                  The World Parity Monitor is an open-access study by 123compare.me. It complements our price parity management and direct channel conversion service for hotels.<\/p>\n

                                  The World Parity Monitor provides insights into price parity trends in 3, 4, and 5-star hotels. It covers the 60 most important tourist destinations worldwide.<\/p>\n

                                  The study analyzes 5 million monthly comparisons in Google Hotels. It uses a consistent sample of more than 6,000 hotels. This allows an evaluation of price differences between hotels\u2019 direct rates and those offered by OTAs.<\/p>\n

                                  The analysis considered a representative sample for different occupancies, lengths of stay, and booking lead times. Each first month of the quarter, an additional analysis examines country of origin, mobile device usage, and occupancy with children. Month-to-month temporal analyses are performed using comparable metrics.<\/p>\n<\/div>\n[\/nectar_highlighted_text][nectar_highlighted_text color_type=”regular” style=”full_text” highlight_expansion=”default”]\n

                                  \n

                                  Methodology: Key Performance Indicators (KPIs)<\/strong><\/p>\n

                                    \n
                                  • Beat:<\/strong> The hotel\u2019s direct price is lower than on OTAs.<\/li>\n
                                  • Meet:<\/strong> The hotel\u2019s direct price and OTA prices are similar (+\/- 0.5%).<\/li>\n
                                  • Lose:<\/strong> The OTA price is lower than the hotel\u2019s direct price.<\/li>\n<\/ul>\n<\/div>\n[\/nectar_highlighted_text][divider line_type=”No Line”][nectar_highlighted_text color_type=”regular” text_color=”#000000″ style=”full_text” highlight_expansion=”default”]\n

                                    Discover which OTAs are most aggressive, how visibility affects pricing, and how your hotel can respond with confidence.<\/h2>\n[\/nectar_highlighted_text][nectar_cta btn_style=”underline” heading_tag=”h6″ button_color=”default” text_color=”#000000″ button_border_color=”#000000″ button_border_thickness=”2px” link_type=”regular” alignment=”center” alignment_tablet=”default” alignment_phone=”default” display=”block” display_tablet=”inherit” display_phone=”inherit” icon_family=”none” font_size_desktop=”19px” link_text=”Download H1 2025 Report” url=”https:\/\/123compare.me\/en\/price-integrity-analysis-hospitality-wpm-h1-2025\/” margin_top=”100px” padding_top=”1em” padding_bottom=”1em” padding_left=”2em” padding_right=”2em”][divider line_type=”No Line”][\/vc_column][\/vc_row]\n","protected":false},"excerpt":{"rendered":"

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