Alexander Killi, Director of Revenue & Distribution at Classic Norway Hotels, spoke to our reporter about driving commercial success through smart strategy and seamless guest experiences. From data-driven decisions to innovative F&B initiatives, he reveals how revenue management goes far beyond room rates.
Q– Can you walk us through a typical day in your role as the Director of Revenue & Distribution at Classic Norway Hotels? (Role & Daily Operations)
A – Luckily, no day is typical! But most days start with a cup of coffee and a review of our overnight performance—looking at revenue numbers and future pickup and pace to make sure we’re on track. Throughout the day, I might collaborate with our commercial team and marketing to discuss strategies, adjust pricing, and optimize our distribution channels. I am regularly on calls with hotel managers to discuss individual hotels and their performance, as well as our distribution partners and other stakeholders. Having the pleasure of managing a large variety of different products ranging from a lighthouse, private island, small city hotels, larger conference hotels and high-end boutique hotels, every day comes with a different challenge.
Q – How would you describe your approach to revenue management, and how does it contribute to enhancing the guest experience at Classic Norway Hotels? (Revenue Strategy & Guest Impact)
Alexander Killi
Director of Revenue & Distribution, Classic Norway Hotels
A – I like to think of revenue management as a holistic process that goes way beyond just setting room rates. At Classic Norway Hotels, we look at everything—from how we bundle room stays with dining or wellness, to how we offer local activities and experiences. When we talk about “total revenue,” it means that every part of a guest’s journey can add value for them and for us. It’s not about upselling just to boost overall revenue, it’s a win-win for all. Guest reviews and feedback play an important role in shaping these offers because it ensures we genuinely meet guest expectations and keep improving.
Q – How do you strike a balance between maximising revenue and maintaining high levels of guest satisfaction? (Revenue Optimisation vs. Guest Experience)
A – We focus on matching our rates with valuable add-ons. Our guests typically aren’t very price-sensitive, but they highly appreciate personalized services and thoughtful extras. We work closely with our hotel managers, who continuously strive to exceed guests’ expectations, making sure guests feel special and taken care of, especially when they’re paying more. This ensures guests leave feeling they’ve received real value for their money.
Q – How do you utilise data and analytics to drive your revenue and distribution strategies? (Data-Driven Decision-Making)
A – DemandCalendar has completely transformed how we manage our commercial strategies: now we’re proactive rather than reactive when it comes to marketing and revenue decisions. The team at DC have really gone beyond their scope to make sure that all our systems are integrated and connected, giving us actionable data that we can rely on. We adjust rates, create targeted offers and differentiate distribution strategies based on the data we have. Analysis of historic data is now done in one place, and our use of Excel has dropped by around 95%. The entire commercial team works out of one place, and all have access to the same data.
Q – Can you share any recent successful initiatives or emerging trends you have implemented in revenue management? (Innovative Strategies & Industry Trends)
A – We took inspiration from a Cornell case study on restaurant revenue management — so we tried a similar approach at one of our resorts in Lofoten. By analyzing dining patterns, food cost percentages and volumes per item, tweaking our menu layout and better managing seating times, we cut food costs substantially and increased F&B revenue. Small adjustments made a big impact on our results as well as improving the guest experience.
Q – How do you integrate ancillary revenue streams, such as dining, spa services, and activities, into your overall revenue strategy? (Ancillary Revenue & Total Revenue Optimisation)
A – Classic Norway Hotels are in some of Norway’s most beautiful spots, allowing us to offer local adventures like guided hikes, fishing trips, or cultural tours that guests love. We also host seasonal events and F&B-related activities. By weaving these extras into our guest experience, we give guests authentic, memorable stays while increasing our overall revenue.
Q – What role does technology play in your revenue and distribution operations, and how do you ensure Classic Norway Hotels stays ahead of industry trends? (Technology & Innovation in Revenue Management)
A – We rely heavily on technology to manage the day-to-day details and routines —so we’ve put together an ecosystem where everything’s integrated. We use a PMS and booking engine from Visit Group that connects all our distribution channels and supports a seamless digital guest journey. We’ve added a great RM system from PMHR which syncs with the rest of our tools to make daily tasks simpler. Being a smaller hotel operator, we rely on tech to automate as much as possible so we can focus on what really matters: taking care of our guests. We no longer punch data manually; everything is connected and information flows seamlessly between the different parts of the tech ecosystem.
Q – How do you foster seamless collaboration between revenue management and other departments to enhance the overall guest experience? (Interdepartmental Coordination & Business Impact)
A – The team is split between two cities, Oslo and Molde, so we do a mix of online and in-person meetings. These meetings are essential to how we plan and execute our commercial strategies. The meetings make sure we are all on the same page and keep track of everything that goes on at our hotels. Having hotels all along the Norwegian coast, there are always challenges to be faced. In addition to our HQ meetings, traveling to our hotels and meeting the hotel manager in person is very valuable.
Q – What are some of the key challenges you face in revenue and distribution management, and how do you navigate them? (Challenges & Problem-Solving in Revenue Management)
A – One of our biggest challenges is having trustworthy and accurate data—we rely on it heavily for making strategic decisions. Having a powerful BI-system is a game changer for us. Another challenge is keeping up with the constant changes in how our distribution partners operate. They continually tweak their operations and methods, making it difficult to fully understand the impact on our hotels and the bottom-line results.
Q – What are your thoughts on the future of revenue management in the hotel industry, and how is Classic Norway Hotels preparing for upcoming changes? (Future Outlook & Strategic Planning)
A – I see the role of the revenue manager expanding even further—almost merging with the CFO role, where the entire balance sheet is managed from top to bottom across the organization. With advancements in technology, we now have the capability to track costs of acquisition in real time, giving us a much clearer picture of overall profitability. At Classic Norway Hotels, we’re preparing by investing in tech that does the work for us and closing the gap between the commercial teams and the financial teams. However, no matter how advanced our tools become, the human factor—genuine care, hospitality, and personal connections—will always remain central to our approach.