The 2026 RFP Season Is Here

Every year, the RFP season brings its share of pressure: tight deadlines, fierce competition, and the constant question of whether you’re positioning your hotel the right way. But this year? The stakes feel different.

Rising operating costs, evolving travel policies, and a demand landscape shaped by market dynamics mean that last year’s playbook may no longer cut it. And the travelers themselves have shifted. Our Travel Dreams 2026 research is clear on this: 39% of hoteliers already see growing demand for flexible cancellation and refund policies, and 34% report stronger appetite for personalized experiences. These aren’t leisure-only trends. Corporate travelers carry the same expectations into their trips – and when a travel manager builds their RFP shortlist, they’re thinking about the experience their employees will have, not just the rate.

The good news: those who go into this season prepared, data-armed, and genuinely attuned to what travelers need today will have a real edge. Here’s what to focus on.

Start With Data, Not With Price

Too many hotels still lead RFP negotiations with rate. It’s an understandable reflex, but it’s the wrong starting point.

Before you even think about what to offer, ask yourself: who are the right corporate accounts and travel sellers to target in the first place? With shifting demand patterns still a reality, precision matters more than volume. Our research from The State of Group, Event, and Corporate Sales (2026) found that 63.1% of hotels cite finding qualified leads as their top challenge in attracting demand — and nearly 30% say quickly qualifying those leads is the area of the RFP process most in need of improvement.

This is where a data-driven approach changes everything. Tools that surface past account production, alongside forward-looking demand signals, booking pace, and competitive set performance allow you to identify which accounts are actually worth pursuing; and to enter those conversations with a value story grounded in market reality, not gut instinct.

For instance, an account that has held the same contracted volume for three consecutive years — with no meaningful uplift in room nights, ADR, or ancillary spend — isn’t a stable partner, it’s a stagnant one. If its room night growth falls behind your overall corporate segment, or if its ADR contribution has not kept pace with rising costs for two consecutive contract cycles, those are signals worth acting on and an opportunity to ask whether that inventory could be working harder elsewhere.

Use that intelligence to lay the groundwork early: shaping offers that reflect genuine market value and helping your inventory stay visible and accessible across the channels that matter. That’s how you move from being just another option to being the obvious choice.

Don’t Wait for the RFP to Introduce Yourself

Here’s something the most successful hotels understand that others miss: the RFP season is won long before the RFPs go out.

Corporate travel managers and travel sellers are increasingly selective. Faced with tighter budgets and growing scrutiny, they won’t consider hotels they haven’t already heard of. Staying top of mind in the months leading up to the season, through targeted visibility with the right travel sellers, meaningful engagement, and a clear, differentiated presence is no longer optional. It’s part of the strategy. That includes your distribution footprint, being present and bookable in the channels those buyers and their travelers actually use, whether that’s GDS, TMC-preferred platforms, or direct booking tools. Gaps in visibility here aren’t just missed impressions, they’re missed consideration entirely.

And remember: the expectations we outlined above – flexibility, personalization, a genuine understanding of what business travelers need today – are exactly the criteria against which your RFP response will be quietly judged. Corporate buyers want partners who get it, not just hotels that offer a competitive rate.

Winning the RFP Is Only the Beginning

Let’s be direct: signing a contract isn’t the finish line. It’s the starting gun.

A surprising number of hotels treat the RFP season as “done” the moment agreements are locked in. Yet that’s exactly when the work begins: with negotiated rates loading consistently across every channel, keeping rate integrity intact, and staying close enough to key accounts to catch underperformance before it costs you. Rate inconsistency across channels is one of the fastest ways to erode both traveler trust and account value, often before anyone notices.

And when account tracking relies on siloed data and disconnected teams, no one has the full picture – and gaps in rate loading, account production, or booking pace can quietly dilute the value of contracts that took months to negotiate. Our research underscores this shift towards integrated commercial models: 54.3% of hotels say that sharing data and account intelligence is the most critical factor for success when revenue management and sales work together. Yet, fully embedding that collaboration into day-to-day account management remains the real opportunity.

Put simply, the discipline of post-season account management is what separates a strong RFP season from a truly profitable one.

The Bottom Line

This RFP season rewards preparation, precision, and persistence. Lead with data to find the right partners. Build your presence before the season opens. And treat every signed contract as the beginning of an ongoing relationship worth managing.

The hotels that will thrive this year aren’t necessarily the ones with the most competitive rates. They’re the ones who show up informed, stay visible, and never stop paying attention.

Joerg Schuler, Executive Vice President of Hospitality Commercial at Amadeus

Source: View the original article at Amadeus.