Background of Study Few people dispute the glamour and excitement associated with the hotel industry. Indeed, furnished rooms, excellent facilities, high-end services, exotic locations, adventure and top-notch amenities are commonly associated with the industry. However, all these services come at a cost to the customer. Setting a specific price may seem a simple and easy thing to do, but knowing the correct unit of exchange has often been a tough balancing act for many businesses. Indeed, the determination of the right pricing strategy comes with a lot of thought and consideration, especially when processing different types of information that influence a price formulation framework (Ivanov 2014). Various hotels have approached pricing challenges differently. Broadly, they have adopted multiple strategies, such as the use of efficient revenue management models and the employment of technologically aided billing strategies (Pandian & Kalaivanthan 2016). They have adopted these pricing frameworks with the goal of maintaining and growing their market shares by making sure that their businesses get maximum revenue, while customers get the best value (Kozak & Kozak 2016). Although the above-mentioned facts largely represent common practice in the industry, different hotels today are grappling with the challenge of formulating the right pricing strategy to reflect changing market dynamics in the sector (Wood 2013). The same problem affects Marriott International group of hotels. Research Problem Founded in 1927, Marriott chain of hotels has grown as a diversified American multinational based in Washington D.C (Dhawan 2017). The hotel has more than 5,000 properties around the world that host millions of people annually. Although the multinational has enjoyed decades of success, it is grappling with the problem of adapting its pricing strategy to the changing market dynamics of the hospitality industry (Zheng 2014). For many years, the company has relied on a traditional pricing strategy pegged on different types of services it offers. The services are based on unique products in their traditional market segments. They include the classic luxury, distinctive luxury, classic premium, distinctive premium, classic select, distinctive select, classic longer stays, distinctive longer stays, and great American parks (Chon & Yu 2012). These product categories are increasingly buckling under the pressure of a more dynamic and competitive hotel and hospitality industry characterized by changing technology, shifting customer expectations, the emergence of substitute businesses, changing disposable incomes and the growing homogenous nature of the global society. Purpose of the Study Research studies done by Pandian and Kalaivanthan (2016) reveal that hotel guests often have varied tastes, interests, and expectations. The purpose of the proposed study is to demonstrate how managers in the hospitality industry can adapt to these changes through the manipulation of their pricing strategies. By doing so, they would be optimizing their pricing strategies, based on changing market dynamics. Significance of the Study The proposed study would be significant to the management of hotels because optimization of their pricing strategies would make them more efficient in their booking and cash flow management processes. The findings of the study would also be beneficial in helping such organisations to re-examine their marketing strategies by re-eval