Mirai has transferred a part of its hotel loyalty programme's control from the supplier to the establishment. Teams can now correct a member's details, change their tier, activate or deactivate their account and apply compensation in real time through the extranet. Announced on October 7, 2026, the development addresses an everyday commercial question: how quickly a brand can recognise a customer's circumstances and make a benefit effective.
The change comes with figures concerning different Club journeys. Over the preceding year, with data through September 2026, 79.2% of customers who booked a member rate without already belonging to the programme joined during that same reservation. Metasearch accounted for 9.4% of Club bookings, while the reported conversion rate for room upgrades reached 3.1% among members, according to Mirai's publication.
Those figures describe different tasks: enrolling a person, acquiring a booking and selling an upgrade. The new extranet functions connect with the work following registration. A hotel can recognise a relationship, change its conditions and retain an action history while synchronising information with an integrated CRM. Loyalty is presented as an ongoing commercial operation as well as a discounted rate.
From requesting a change to applying it
Before October's announcement, changing a member's tier or correcting their details required Mirai to make the change effective. The supplier now describes direct management by the establishment. A team can find somebody by their email address and edit their details, for example to correct an error or respond to the customer's own request. The distinction is the hotel's autonomy to act within the tool.
Members can also be activated or deactivated and moved between tiers. Those actions affect the relationship a hotel maintains with a particular person: their status in the programme and the recognition they receive. The supplier includes compensation and transferring loyalty from another channel among the uses. The programme can consequently recognise a relationship extending beyond the most recent direct booking.
The system also shows when a member will lose a tier if they do not make further bookings to retain it. That information connects a current advantage with the programme's retention rules. For a commercial team handling an enquiry or request, seeing that horizon helps explain the member's situation. The operation involves more than checking whether an address appears on a subscription list.
The history records who performed each action, when it happened and what changed. Traceability accompanies the ability to intervene: compensation or a tier adjustment remains recorded alongside the member's activity. Where several internal users manage the programme, the history allows a sequence of decisions about the same relationship to be followed, rather than relying solely on the memory of the person who last assisted the customer.
A first booking can also be a first registration
Mirai's Club uses Book & Join to enrol a customer during the purchase itself. The person selects a member rate and registers at the final step of booking, without first completing a separate registration. The benefit appears within the commercial decision they are already making: choosing a stay and its conditions. Joining becomes part of that journey.
The reported 79.2% concerns customers who reserved a member rate while not already members and subsequently joined during that same booking. That is a more specific population than all hotel traffic or everybody who does not yet belong to the programme. The figure describes the journey's ability to connect a selected benefit with actual enrolment in the Club.
The design brings together two moments often presented separately: choosing an offer and establishing an identified relationship with a brand. A customer does not need to leave their purchase intention behind to begin another process on a registration page. Enrolment moves closer to the point where a rate and its benefits have immediate value. For the hotel, the outcome combines a transaction with a relationship it can manage afterwards.
October's added autonomy concerns that second dimension. Once enrolled, a member may need a correction, compensation or a change in status. Initial registration is not the end of loyalty management. The extranet allows the hotel to continue managing the relationship within the programme's rules, with a history retaining decisions made after acquisition. The new functions give the team a means of acting on circumstances arising after that first transaction.
Rules can recognise bookings and nights
Mirai allows access to tiers to be configured through booking counts, room nights or a combination of both. These are different ways of recognising activity. Somebody making several short stays and somebody concentrating more nights in a single reservation can reach a tier by different routes, depending on the hotel's conditions. The system leaves that commercial choice with the establishment operating the programme.
The company distinguishes two ways of accumulating loyalty. The automatic route uses direct bookings; the manual route recognises other circumstances, such as compensation or a transfer from another channel. Both appear in the history. That separation matters because a customer relationship can contain more context than the number of transactions one interface has recorded at a particular moment.
The hotel also configures its benefit matrix. Tiers do not have to consist of one percentage applied across the entire inventory. The offering combines benefits with rates, rooms, calendars and booking conditions. Managing a member and defining the commercial product are connected tasks: recognising a tier affects the options a customer can encounter when preparing another stay.
Discounts respond to the calendar and booking lead time
The proposition includes dynamic discounts by season and advance booking. Mirai describes combining a member's tier with different rates, rooms and calendars for booking and staying. An establishment can adapt an advantage to different commercial situations without changing the programme's identity. The same tier can therefore coexist with an offer that depends on when somebody books and which dates they request.
Discounts are applied sequentially. The supplier's example combines a 10% offer with a 5% member discount: the first reduction is applied, followed by 5% off the amount already reduced. Together they represent a 14.5% discount, an editorial calculation from the example's percentages. It is not an addition of fifteen percentage points or an observed room price at a particular hotel.
The distinction has a direct commercial consequence: accumulating advantages requires a rule for calculating the final price. Membership supplies an additional condition, while seasonality and lead time form part of the offer's design. Mirai brings those decisions into rules the hotel can configure, rather than describing loyalty as an identical incentive for every date and every purchasing situation.
A member rate can participate in acquisition too
The Club allows exclusive offers segmented by tier to be shown on metasearch platforms. The hotel determines when they are available, which rooms and meal plans they cover, their base rate and any restrictions or inclusions. An offer for an identified customer can consequently participate in a setting where a traveller is comparing alternatives and has not yet completed a reservation.
Mirai reports that 9.4% of Club bookings came through metasearch over the preceding year, using data through September 2026. It identifies Google Hotel Ads as the leading source within that journey. The percentage concerns programme bookings; it is not presented as a share of every hotel reservation or as a proportion attributable entirely to Google.
This connection with acquisition is relevant because the Club's advantage can accompany somebody before they enter the official booking engine. A segmented rate becomes part of what they compare and a reason to continue through the direct channel. The programme combines recognition of a customer with presentation of an offer at contact points beyond the establishment's own website, bringing its commercial rules into the comparison stage.
Three Club observations through September 2026
Each indicator concerns a different stage and population within the programme.
Tap or hover for details. All values are also available in the data table.
Collapse notes
Preceding year, data through September2026, according to Mirai. Enrolment concerns non-members reserving a member rate;9.4% uses Club bookings as its base;3.1% is the reported upgrade conversion among members. The percentages do not share one population.
Explore the data table
| Category | Reported percentage |
|---|---|
| Joining during member-rate booking | 79.2% |
| Club bookings from metasearch | 9.4% |
| Upgrade conversion among members | 3.1% |
The relationship continues before arrival
Tier-based upselling allows a hotel to decide which members receive automatic room-upgrade offers before their stay. Customers can confirm an upgrade with one click. Mirai reports a 3.1% conversion rate among Club members for the preceding year with data through September 2026. An upgrade is a transaction following the initial booking, associated with a trip the customer has already decided to take.
The offering also includes additional services, such as breakfast or parking, without changing the room's base price. A hotel can use them as programme benefits or monetise them with a discount, according to the supplier. That flexibility introduces other ways of making membership valuable alongside a reduction in the accommodation rate. A tier can influence both the selected product and the services completing the stay.
The proposition changes the timing of the commercial conversation. A booking confirms an initial choice; a pre-arrival upgrade or additional service allows the relationship to continue with an offer connected to the trip. The programme supplies a condition for selecting recipients. The communication builds on a known stay and defined access rules, rather than beginning a new acquisition exercise without that context.
Flexibility within a non-refundable rate
Mirai provides for date changes on non-refundable rates under conditions set by the establishment. These can include minimum notice, a minimum price or the member's tier. The new rate is quoted automatically. This puts a programme benefit inside the management of an existing booking, with a response different from the one available to any anonymous visitor considering a stay.
The supplier presents the feature as particularly useful in the final hours. For the hotel, rules define which flexibility is offered and to whom. For the customer, recognition of their status may become useful when they need to alter a trip. The commercial relationship includes how a change is handled, alongside the initial purchase and the offers preceding arrival, giving the programme a role after the original selection of dates.
Information follows the hotel's systems
The company describes automatic synchronisation where an establishment uses a CRM integrated with Mirai. It names Salesforce, Cendyn, Fideltour, Hotelinking, HubSpot, JourneyTok and ProfileNow. The condition is integration: the announcement does not refer to any tool used by any hotel. Managing a member in the extranet can remain connected with the system where the establishment undertakes other activity involving its customer database.
The Club also allows enrolment through the hotel's website, a private area, automated emails and private promotional codes. The database can be downloaded and loyalty activity consulted in the supplier's BI. For establishments preferring to manage members from their own systems, Mirai offers API access. These are different ways of acquiring and using information around the same identified relationship.
Direct management adds another component to that arrangement. A tier change, a correction or compensation can be applied in the extranet and retained in the history. Where the relevant connection exists, the information synchronises with the CRM. The commercial usefulness comes from decisions about a member remaining connected to the communications and processes the hotel maintains with that person.
Programme value extends beyond the first transaction
Mirai accompanies the announcement with a comparison of customers during the eighteen months following their first booking. According to its data, those joining the Club repeat almost twice as much as those who do not join and generate 2.8 times more revenue per customer. The supplier uses that comparison to explain the value of enrolling a member at the beginning of a relationship within an established programme.
The new extranet autonomy is a development of that programme, announced in October. The figures concern the behaviour Mirai reports around its member relationships, while the functionality allows hotels to manage those relationships more immediately. The news connects an acquisition journey, commercial rules and subsequent decisions concerning people who have already booked. The management feature and the programme's reported longer-term customer behaviour retain their separate roles in the story.
Price represents one part of the relationship's value
The company had already developed that perspective in an analysis by Pablo Delgado published on November 15, 2023. It compared programme members with non-members beyond the room rate, reporting 19% fewer cancellations and 86% fewer no-shows among members. It also said that when members cancelled, they did so with 51% more notice, leaving an establishment more time to sell the room again. These are observations from that historical analysis of the programme, concerning the behaviour the provider compared at the time.
The same publication described member bookings as 13% further in advance, stays as 10% longer and rooms per reservation as 8% higher than for non-members. Each indicator concerned a dimension of the relationship: when demand arrives, how long the product is occupied and what the reservation contains. The argument connected loyalty with planning and customer value alongside the discount used to present an offer. It treated the relationship as a sequence of commercial decisions, rather than confining programme value to a reduction in the initial room price.
That precedent helps explain October's change. A tier recognises a relationship that can continue across stays, with modifications, further purchases and commercial decisions between one visit and the next. Management through the extranet lets the hotel intervene in that journey. The current development concerns who can execute those actions and how immediately, within a programme whose commercial proposition already included the value of bookings and the customer relationship over time. The historical comparison provides background to that proposition, while the new management functions are the subject of the October announcement.
Who's who and how to read the figures
Mirai is the Spanish provider developing the Club and publishing the announcement. Its owner is Mirai España SL, registered in Madrid's Commercial Register. Book & Join identifies enrolment during a reservation; Google Hotel Ads is the metasearch platform identified as the leading source within that channel. The named CRMs are platforms whose integration with Mirai enables the described synchronisation, rather than tools installed at all its client hotels.
The 79.2% concerns enrolment by customers selecting a member rate before belonging to the Club. The 9.4% concerns programme bookings originating from metasearch, and 3.1% is the reported upgrade conversion rate among members. All three observations concern the preceding year with data through September 2026. The 2.8 multiplier compares revenue per customer over eighteen months. Each figure retains the commercial journey that gives it meaning.
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Marian Vasile
Marian Vasile is a MarTech and growth professional. His work spans product marketing, SEO, paid advertising and deep online tracking, including behavioral analytics and attribution.
