How to present an RMS to whoever has to approve it: three arguments that work.

You did the demo with Climber, you understood the value, and you know it makes sense for your hotel.

Now comes the hardest part: knowing how to get an RMS approved at your hotel and convincing whoever has to sign off on it.

Whether it’s the General Manager, a partner, or the owner, this conversation has a specific dynamic. The decision-maker doesn’t want to know how the system works; they want to know what changes in the business and how much it will cost versus how much it will generate. Presenting the RMS as a piece of technology is the fastest way to lose the approval.

Here are three arguments that work and how to structure each one.

Argument 1: the cost of doing nothing

Most presentations focus on the investment. The mistake is failing to show the cost of the status quo.

Every week without an RMS is a week with static prices outside of business hours. More than 70% of bookings at hotels happen between 6 p.m. and 9 a.m. the next day, on weekends, and on holidays. Without automation, the hotel operates at the same rate regardless of demand during that period.

For a hotel with R$500K in monthly revenue: R$50K per month. R$600K per year. This isn’t a hypothetical cost; it’s the real cost of operating without automation.

How to present it: calculate a simple estimate. Take the hotel’s monthly accommodation revenue and apply 10%, which is the average uplift we see just from activating Auto-pilot. That’s the number being left on the table every month.

Argument 2: other hotels of the same size are already doing it

Decision-makers respond well to benchmarks. Showing that hotels with a similar profile have already adopted it and are growing is one of the most effective arguments because it shifts the decision from ‘should I try this?’ to ‘can I afford not to?’.

Use concrete cases that are close to the hotel’s profile:

Corporate chain: Slaviero Hotels grew revenue by 14% in 10 months. More than R$9 million in incremental revenue.

Independent hotel: Praiamar Natal, a family-run operation of nearly 30 years, implemented Climber and describes their current operation as impossible to imagine any other way.

Managed through a consultancy: Vale da Serra grew RevPAR by 90%. The consultant in charge estimates an ROI in the region of 1000%.

How to present it: choose the case closest to the decision-maker’s profile. An independent hotel owner identifies more with Praiamar. A chain director responds better to Slaviero.

Argument 3: the return shows up in the first few months

The biggest obstacle in software approvals is the perception that the return takes a long time. With Climber, that argument doesn’t hold up, but it needs to be stated explicitly.

Praiamar Natal started with a simple strategy and evolved from there. The return appeared in the first few months, not at the end of the contract. The same pattern repeats at most hotels that come in with a functioning commercial structure.

How to present it: don’t talk about abstract ROI. Talk about a concrete timeframe. ‘Hotels with a profile like ours usually recover the investment within the first 3 to 4 months’ is much more powerful than ‘the system pays for itself’.

What not to say

Avoid presenting the RMS as a piece of technology or an operational improvement. To a decision-maker, that sounds like a cost, not an investment.

Also avoid talking about automation as the main benefit. Automation is the mechanism; the benefit is revenue. Keep the focus on the financial outcome throughout the entire presentation.

A simple structure for the conversation

If you need to organize the presentation in just a few minutes, use this sequence:

• What is the current cost of not having an RMS (estimated number per month)

• What hotels of the same profile are achieving (real case, concrete number)

• How long it takes to recover the investment (realistic timeframe)

• What the next step is (simple, no commitment)

Four points, ten minutes is enough to understand how to get an RMS approved at your hotel, and for the decision-maker to see what’s at stake.

Haven’t received a proposal from Climber yet? The next step is simple, and there’s no commitment.

Talk to the Climber team