One-day marketing case challenge — ranked 10th of 100 teams, selected to present to goSTOPS' owner

goSTOPS — Selling the Monsoon

A ₹11L monsoon go-to-market pilot proposing two demand engines to turn 165,600 empty midweek beds into ₹24L of gross revenue at a 20% margin.

Problem statement

As part of goSTOPS's Revenue & Growth team, close the ₹475 RevPAB gap that opens every July–September lean quarter — without discounting or new capital — by finding buyers for otherwise-empty midweek beds.

Research

JAS RevPAB falls from ₹775 to ₹300 as occupancy drops from 72% to 28%, destroying 165,600 unsold bed-nights a quarter — 88% of them midweek
Implied ADR is flat (₹1,076 at peak vs. ₹1,071 in JAS): the entire gap is occupancy, not price, and published from-rates show dynamic pricing has already found its floor
goSTOPS already sells eight overlapping, undated SKUs (Offsite, Team Workation, Employee Stays, and others) with no published rate or minimum size, discounted up to 45% off, and every channel/partnership is supply-side rather than demand-side
Only two segments can absorb midweek inventory: org-funded Company Offsites, which can only be sold as whole-property exclusivity when the building is empty enough to hand over, and self-funded 'Reset Seekers' — professionals between jobs — whose 2–6 week free window is forced into JAS by the appraisal, resignation, and notice-period cycle

Solutions considered

Company Offsite blocks

Org-funded, whole-property buyouts, Tuesday–Thursday only; sized as the primary engine at 75% of pilot revenue since exclusivity only exists when midweek occupancy is near zero

Reset Pass

Self-funded 12-night corridor pass for professionals in a post-resignation transition window — the only demand structurally locked into JAS; sized smaller (25% of pilot revenue) because the conversion assumptions are still unproven

Weekenders

Rejected — already fills Friday and Saturday, so it adds no incremental midweek revenue

Enterprise L&D contracts

Out of scope — fixed annual training calendars don't flex to a lean-quarter pilot

Chosen solution

A gated, two-engine pilot across a four-property South corridor: sell whole-property Company Offsite blocks (₹2,000/bed all-inclusive, 25-person minimum) to funded startups reached through outbound and investor networks, plus a smaller Reset Pass sold against the existing guest database and creator content — every idea screened against one test: does it fill a Tuesday?

Metrics framework

Engine 1 scale gate

12+ blocks and 3 repeat buyers; net bed realisation ≥ ₹1,200; contribution margin above 10%

Engine 2 scale gate

45+ passes (70% from the owned database); net bed realisation ₹600; loaded CAC under ₹6,500; cohort fill above 60%

Stop condition

Guest ratings fall at any pilot property, weekend inventory is displaced, or blocks prove to be reclassified existing business

Base-case return

₹24.1L gross revenue, ₹15.8L contribution, ₹4.8L operating profit — 44% ROI at a 20% margin

Outcome

Ranked 10th of 100 teams in a one-day marketing case challenge and selected to present the recommendation directly to goSTOPS' owner
Proposed pilot: ₹11L invested against a projected ₹24.1L gross revenue and ₹4.8L operating profit (44% ROI, 20% margin), lifting pilot-property RevPAB from ₹300 to ₹366 — a competition recommendation, not an implemented or measured result