The Challenge
Many organizations invest in pricing models and tools, but the capability never fully takes root. When the thinking behind the numbers lives with a few specialists or an outside consultant, pricing stays fragile, hard to scale, and quick to drift back to intuition once attention moves on.
Belmont Hotels' revenue management team wanted the opposite: genuine, in-house pricing fluency, so its people could read demand, structure pricing decisions, and defend them with data rather than depending on someone else to do it for them.
The Solution
We wrapped education around the analytics, turning a consulting methodology into a curriculum a team could actually learn and keep using. The program included:
- A structured Data Science of Pricing curriculum built around four practical outcomes: extracting transaction data, finding demand patterns with statistics, making pricing decisions with data and math, and building automated pricing models
- An intensive 3-day on-site Data Science of Pricing seminar delivered to the Belmont Hotels revenue management team, walking through the full Dynamic Pricing course hands-on using their own kind of data
- Practical, tool-based teaching in Excel and SQL, so the skills transfer across systems and are not locked to any one platform
- A plain-language approach that assumes no programming or advanced mathematics background, making the material accessible to commercial teams
- Real transaction datasets and downloadable templates, so participants practice on realistic problems rather than abstract theory
The Results
The revenue management team came away with practical, repeatable pricing skills they could apply immediately, plus a shared language for discussing price across functions.
Pricing thinking shifted from individual intuition toward a common analytical discipline, the beginning of a genuine pricing and revenue culture rather than a one-off project.
Because the methods were taught in transferable tools and grounded in the team's own context, the capability stayed in-house and kept paying off long after the seminar ended.
What made it unique
This is capability transfer, not just delivery. By teaching the full method behind the models, the discipline stays with the team instead of leaving when the consultant does.