Diversifying Hotel Revenue Streams in Asia Pacific: Balancing Corporate and Leisure Demand
Hotel distribution across Asia Pacific is evolving, but many properties still depend on a few traditional channels. To build resilience and boost profitability, it’s time to rethink the mix and invest in technology that strengthens direct and corporate segments.
The Challenge of Over-Reliance on a Few Channels
Across Asia Pacific, many hotels still lean heavily on OTAs, wholesale contracts, and group bookings to fill rooms. While these channels remain valuable, dependency creates risks: higher commissions, limited control, and vulnerability to sudden demand swings¹.
The 2025 D-EDGE Hotel Direct Distribution Report shows OTAs continue to account for nearly half of online bookings globally, with Asia Pacific among the most OTA-dependent regions². Commissions frequently cited at 30 to 40%³ highlight how reliance erodes margins and weakens profitability.
For independents, regional chains, and management companies, the message is clear: without a balanced revenue mix, profitability and guest relationships remain at risk.
Balance Is Essential Across APAC’s Mature and Emerging Markets
The 2024 to 2025 JLL Hotel Operators’ Sentiment Survey reveals optimism across Asia Pacific from emerging markets like Thailand, Vietnam, and Indonesia to mature hubs like Japan with hoteliers ranking technology investment as their top strategic priority⁴ ⁵.
The CBRE Asia Pacific Hotel Trends 2025 adds that both leisure and business demand are expanding, though labour shortages and rising operating costs persist⁶.
The consistent lesson: balance is the cornerstone of resilience. Hotels that strengthen corporate and leisure demand alongside groups, wholesale, and OTAs are better positioned for sustainable growth.
Corporate Travel as a Pillar of Stability
Corporate travel remains a key opportunity across Asia Pacific. Booking behaviours vary: some business travellers book independently (direct or OTA/Bedbanks ), while many companies require Travel Management Companies (TMCs) to book through Global Distribution Systems (GDS)⁷.
Best practices for building corporate strength include:
1 – Showcasing business-ready facilities:
fast Wi-Fi, meeting rooms, co-working areas, and transport access promoted across websites, RFPs, and distribution listings.
2 – Being visible where corporates buy:
GDS connectivity ensures visibility to TMCs, while direct booking engines can host negotiated rate codes or microsites for corporate partners.
3- Designing tailored packages:
weekday rates, extended-stay offers, and loyalty benefits that appeal to repeat guests.
4- Implementing loyalty programmes:
for SMEs and independent travellers without structured corporate travel policies, loyalty schemes such as upgrades or F&B credits can foster repeat business and create value usually reserved for larger corporate accounts.
5- Building partnerships:
collaboration with local businesses, industrial parks, and co-working hubs to generate weekday demand.
6- Guaranteeing reliability:
accurate rates, instant confirmations, and smooth billing supported by a robust CRS (Central Reservation System) integrating booking engine, channel manager, GDS, and payment connectivity⁹.
In Indonesia, hotels have often depended on groups and events, but this is no longer enough to secure long-term stability. At JS Luwansa Hotel Jakarta, we are focusing on the corporate segment by introducing weekday corporate packages, building stronger relationships with regional companies, and expanding visibility through platforms such as the GDS. These efforts not only create steadier weekday demand but also deliver the reliability and consistency that corporate buyers expect.
Leisure Travellers as a Profitable Counterbalance
In countries such as Thailand, Vietnam, Indonesia, and Japan, leisure travellers provide balance by complementing corporate and group business during weekends, leisure periods, and shoulder seasons⁸. These travellers are digital-savvy, expect flexibility, and increasingly prefer direct and mobile-first booking experiences.
Hotels strengthening this segment often focus on:
- Direct booking incentives such as best-rate guarantees and value-added perks.
- Flexible booking and cancellation policies that build guest confidence.
- Curated authentic experiences – wellness, cultural, or culinary packages that elevate the stay and increase revenue.
- Optimising mobile-first booking journeys to ensure easy discovery and conversion.
Vietnam has traditionally relied on groups and tours, but leisure travellers are now reshaping our mix. At our property, we have seen that offering flexible booking options, strengthening our digital presence, and creating distinctive local experiences have been critical to attracting these independent guests. When the booking journey is simple and the stay feels authentic, leisure travellers not only choose us but also return.
Technology and Connectivity Enable Diversified Growth
For hotels to succeed in both corporate and leisure segments, technology and connectivity are the foundation. Corporate buyers expect accurate availability, quick confirmations, and consistent billing. Leisure guests, meanwhile, look for flexible booking policies, mobile-first journeys, and secure payments. Meeting these expectations requires systems that keep every channel aligned.
At the centre is the CRS (Central Reservation System), which integrates the booking engine, channel manager, GDS connectivity, and payment solutions⁹. Surrounding this, digital marketing, CRM, and a mobile-responsive website expand visibility and enable personalisation.
When connected, these elements:
Provide the reliability corporate partners require
Deliver the convenience and experiences leisure travellers value
Reduce dependency on OTAs by driving both negotiated and direct business
Technology is not the goal in itself. It is the enabler that allows hoteliers to turn strategy into action and to diversify revenue streams with confidence.
In Bali, external challenges can appear suddenly, from shifts in travel demand to wider uncertainties. At Ekosistem Hotels & Villas, we believe resilience comes from balance: sustainable practices, authentic guest experiences, and the right technology stack. With a connected CRS and digital tools, we can adapt quickly, making it easier to reach diverse markets, respond to corporate and leisure demand, and keep the business strong even when the environment is uncertain.
Prioritising Smart Investments in Hotel Technology
For many hotels, resources are limited. Best practice shows that diversification works best when investments are prioritised over time:
- Begin with CRS foundations to secure reliable distribution and visibility.
- Build on this with the website and digital marketing so direct channels can grow profitably.
- Finally, layer in CRM to build loyalty, personalise offers, and strengthen repeat revenue.
Approaching investment in this order ensures hotels gain the most impact from each stage, while keeping budgets manageable.
Building Resilient Revenue in Asia Pacific Through Balance
Findings from JLL and CBRE confirm that across Bangkok, Bali, Hanoi, and Tokyo, hoteliers are actively diversifying their revenue streams⁵ ⁸. By strengthening both corporate travel and leisure demand alongside groups, wholesale, and OTAs, they are protecting margins and building more sustainable performance.
The consistent insight is simple yet powerful: resilience across Asia Pacific hotels comes from balance.
Partnering for Sustainable Growth
Diversification is not an overnight change but a steady journey. Whether you operate an independent property, manage a regional chain, or oversee a portfolio, resilience comes from reinforcing your hotel technology stack, CRS, channel manager, booking engine, payment connectivity, CRM, connectivity, and digital marketing.
Hotels across Asia Pacific are already on this journey. JS Luwansa Hotel Jakarta, in Indonesia is strengthening its corporate business, while Ekosistem Hotels & Villas in Bali is using technology and sustainable practices to build resilience. In Vietnam, independent hotels are tapping into leisure demand by embracing digital-first strategies. These examples show that diversification is possible, step by step.
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