European Camping Group (ECG) was founded in 1990 and has since grown exponentially, becoming the European leader in the camping sector. “We are now also one of the largest outdoor holiday players in Europe, along with major groups like Haven and Parkdean Resorts in the UK, or Roompot and Landal in the Netherlands”, says Pioger.

Unlike competitors, ECG operates a hybrid model. “About half of our accommodations are located on owned and operated campsites, while the other half are at third-party sites where we rent pitches to place our own mobile homes”, Pioger explains. ECG also combines rental units with a “resident” model, where mobile homes are sold to private owners.

Another key differentiator is ECG’s diverse market reach, says Pioger. “Less than half of our revenue comes from France. The rest comes from markets like the UK, the Netherlands, and Germany. This diversity allows us to remain competitive and resilient, especially during periods of fluctuating demand in specific regions.”

Pioger highlights the significant changes in revenue management over the years. “It started in the airline industry, where airlines first moved away from a single fare price to more complex pricing models.”

From there, the practice expanded into other industries, gradually increasing in complexity. “Now, we have systems that incorporate intelligence on willingness to pay, segmenting markets and estimating what each market is ready to pay. We’re also seeing artificial intelligence enhance the statistical models, something revenue management has always been rooted in.”

His experience with airlines aligns with that of Zomerdijk, who worked with KLM for ORTEC in the past. “KLM has been a pioneer in revenue management for decades. Working with them gave us the opportunity to optimize individual and group bookings for Air France, Delta Airlines, Kenya Airways, and China Eastern. But the dynamics in recreation and accommodation differ from those in aviation. Booking patterns and customer segmentation, for example, require a different approach. That’s why leveraging lessons from one industry while adapting to another is so rewarding.”


"We’ve moved from optimizing based purely on historical data to integrating data from various systems including the web, and market-specific insights."

RevCamp is ECG’s new revenue management tool. Pioger explains how this tool was implemented in phases. “RevCamp consists of two key parts: the core intelligence – algorithms for forecasting and optimization – and a graphical user interface that improves efficiency in managing price changes.”

The first phase, launched in March, introduced the interface. “Before this, our team had to upload price files manually into the reservation system every day, tweaking inputs and often encountering errors.” The new interface significantly streamlined this process. “It brought immediate quality and efficiency gains, allowing us to manage prices more systematically. For example, we can now apply a rule like increasing all prices for a product by 5% across the season, instead of adjusting each price manually.”

The second phase, launched in October, integrated the core intelligence. “We now provide analysts with price recommendations generated by the system.” The change has garnered positive responses, although Pioger says there’s still room for improvement. “We are in the process of improving the quality and stabilizing the model.”


"We implemented the full system in just 15 months, which is impressive for a forecasting and optimization tool of this complexity."

Zomerdijk is enthusiastic about the partnership between ECG and ORTEC. “The trust ECG places in us to tackle their challenges alongside them is something we truly value”, she says. “This partnership isn’t just about delivering stable technology; it’s about co-creating solutions that are practical, forward-thinking, and transformative for the industry.”

The partnership required careful alignment during the scoping phase, as is often the case in complex IT projects. Because both partners were committed, the collaboration quickly gained momentum. “ORTEC demonstrated remarkable adaptability”, according to Pioger. “They proactively addressed issues, aligned with our internal teams, and ensured the project stayed on track.”

One of the standout aspects of the partnership was ORTEC’s project management. “Their team was highly structured and disciplined,” Pioger says. “They stayed laser-focused on delivery, ensuring that all stakeholders across ECG were engaged and aligned. This level of coordination was crucial for the project’s success.”

“What makes this collaboration stand out is ECG’s openness to innovation”, says Zomerdijk. “They’ve given us the space to explore and push boundaries, which aligns perfectly with ORTEC’s strengths.” The partnership, she emphasizes, is mutually beneficial. “For ECG, it means having a partner who not only delivers reliable systems but also helps set new standards. For ORTEC, it’s an opportunity to innovate, grow, and apply our expertise in a dynamic environment.”

From a technical standpoint, ORTEC delivered robust solutions. Pioger: “Their expertise in algorithm development and system integration was evident throughout the project. We’re still in the stabilization phase, but the core functionalities of RevCamp have been implemented effectively. ORTEC’s technical capabilities were a key strength – they brought expertise not only in algorithm development, but also in integrating complex systems like ours.”

“We’ve worked hand-in-hand to ensure the new system is clear, reliable, and easy to understand.”

“One of the most important aspects has been ensuring trust with users”, Zomerdijk notes. “Previously, ECG worked with a black-box model that lacked transparency and user confidence. We’ve worked hand-in-hand with their team to ensure the new system is clear, reliable, and easy to understand.”

Pioger also praises the project’s adherence to budget and timeline. “We implemented the full system in just 15 months, which is impressive for a forecasting and optimization tool of this complexity”, he says. “Moreover, we managed to stay close to the original budget, which speaks volumes about the efficiency of the collaboration.”


“Integrating advanced machine learning techniques will allow us to fine-tune recommendations and recalibrate the system automatically.”

Looking ahead, the future of RevCamp is poised to leverage advancements in AI to drive even greater innovation in revenue management. Pioger envisions a system that not only automates pricing decisions but also incorporates real-time data. “Integrating advanced machine learning techniques will allow us to fine-tune recommendations and recalibrate the system automatically”, he explains.

Zomerdijk agrees that the long-term approach should be centered on continuous improvement. “We’ve set a clear goal together and are taking step-by-step actions to achieve it.”
One of the next big milestones is automating a large portion of pricing decisions. “It’s a complex process that requires stability and trust in the system’s capabilities”, Zomerdijk says. “Analysts need to feel confident that the system performs as well as they do, if not better. This also depends on ensuring the algorithms are robust and reliable.”

Looking to the future, Zomerdijk sees a transformative role for AI. “Traditionally, customer behavior predictions rely on historical data, but there’s so much untapped potential in other sources. AI enables us to process these insights and translate them into actionable strategies. The potential is there, and we’re constantly exploring and learning to unlock it.”

For now, the goal is to shift from a decision-support tool to a fully automated pricing platform, empowering analysts to focus on strategic insights rather than routine adjustments. With continuous improvements planned over the next few years, RevCamp aims to set a new standard for revenue management in the camping and recreation industry, combining cutting-edge technology with a deep understanding of market dynamics.