A 102-unit Idaho portfolio centered on McCall, spanning eight towns from Donnelly and Cascade down to Boise, lifted rate and occupancy at the same time, the hardest result in revenue management to produce. Same-store revenue rose 19.0%, ADR rose 14.6% and occupancy rose 2.4 points.
Most revenue management wins trade one lever for the other. Discount to fill the calendar, or hold rate and accept softer occupancy. Long Valley moved both in the same direction across its first full summer on Pacer.
Monthly RevPAR across the season, all managed units, availability-weighted. The 2026 line begins in May, the first month of fully settled data after onboarding.
Occupancy is sold nights divided by available nights, with availability taken from each unit's own managed window rather than assumed. RevPAR is the composite of the two levers, so lifting both moved it 21.1%. RevPAR outpaces the 19.0% revenue figure because available nights fell 1.7% while revenue rose, and the two measures use different denominators.
Idaho's short-term rental market did grow over the same three months, by 12.1%. Long Valley grew 19.0%. On this portfolio that gap is not an abstraction, it is revenue the operator would not otherwise have collected.
| How that figure is derived | Same-store revenue, May to July |
|---|---|
| 2025 actual | $558,720 |
| 2026 if the portfolio had grown at the market's 12.1% | $626,474 |
| 2026 actual | $664,883 |
| Revenue above market pace | +$38,409 |
The portfolio figure is same-store, limited to the 84 units with booked nights in both summers. The market figure is unit-weighted RevPAR across Key Data comp sets whose bedroom count exactly matches each unit's own, over the same May to July window. The market-pace row is a modelled counterfactual, not a measured result: it applies the market's growth rate to the portfolio's own 2025 revenue.
Three rate-management behaviours, each documented in the engagement's recorded revenue reviews during the result window.
When occupancy ran behind pace on key summer dates, rates were held instead of cut. The pace gap closed at full rate rather than being bought down with discounts.
"We were able to hold our ADRs, still ask for those great rates, and the guest did book them."
Reductions were targeted at the specific units that needed them while the rest of the book held or moved up. Only the highest-ADR units were pulled down, midweek rates on the larger units were reduced to drive fill, and August rates were raised as advance demand appeared.
Minimum stays were relaxed to two nights across most units for the July 4th weekend, capturing short high-rate bookings rather than protecting longer minimums and risking unsold peak inventory.
Source: Pacer revenue reviews with Casago Long Valley, recorded 2026-05-26 through 2026-08-05. Quotation is verbatim from the Pacer revenue manager on the 2026-08-05 review, excerpted.
Every figure on this page is traceable to a query against Pacer production data or Key Data. Here is exactly how, including the limits.
84 units that recorded booked nights in both May-Jul 2025 and May-Jul 2026. Units added or removed mid-window are excluded from both periods, so growth is not inflated by inventory changes. The portfolio carries 102 managed units in total.
Reservation rent is allocated evenly across stayed nights and attributed to the month in which each night falls, so a stay spanning two months is split rather than counted whole in either. Cancelled and unconfirmed reservations are excluded.
Market RevPAR is bedroom-matched. Every unit is compared against a Key Data comp set whose bedroom count exactly equals that unit's own, then averaged unit-weighted. This prevents a portfolio's bedroom mix from distorting the comparison.
Pacer builds a free portfolio audit before any engagement, using the same bedroom-matched market comparison shown on this page.