Case Study 2: Demand-Based Dynamic Pricing for the Super Bowl Gras in New Orleans, Louisiana, and the time period leading up to the Super Bowl which was played in New Orleans on February 3, 2013) showed that the Super A study that compared hotel performance during the peak days of the 2012 Mardi had an average daily rate of $460 during the Super Bowl, compared with an ADR Rowl drew much higher rates despite similar occupancy levels. Upscale hotels bles-5392 for a night's stay for the Super Bowl and $273 for Mardi Gras. The rate or $265 for Mardi Gras 2012. A similar impact was evident for midscale proper ential indicates that the clientele for Mardi Gras has a distinctly different purchas- Super Bowl had a higher ADR than the upscale hotels for Mardi Gras.) This differ- aps are significant. (It's interesting to note that the midscale hotels during the ing power and buying behavior than the clientele for the Super Bowl. Hotels in New Orleans reported a boost in weekly performance results during the week of 27 January-2 February 2013 (the week leading up to the Super Bowl), percent its average daily rate jumped 125.9 percent to $289.03, and its RevPAR according to data from STR. The market's occupancy rose 24.5 percent to 71.1 increased 181.3 percent to $205.59. The New Orleans hotel industry also benefited from weekend events leading up to Super Bowl XLVII. Overall, during that same time period, the U.S. hotel industry's occupancy rate was up 3.6 percent to 53.5 percent, ADR rose 6 percent to $106.64, and RevPAR Tactical Rate Management 79 increased 9.8 percent to $57.06. Discussion Question Is what the New Orleans hotels were doing acceptable practice during the two high-profile citywide events of Mardi Gras and the Super Bowl? Were they prac- ticing revenue management or were they price-gouging