This study examines the effectiveness of integrating an overbooking (OB) strategy into dynamic pricing (DP), using reservation and cancellation data from a hotel in Japan. Based on the data, key parameters such as demand volume and cancellation rates are estimated to determine optimal pricing and OB levels. Two methods for setting the OB level are proposed. The first is a customer-oriented approach that sets the OB level to satisfy a predefined allowable denial-of-service probability specified by the manager. The second is a revenue-oriented approach that seeks to maximize the expected total revenue. By varying the number of potential customers and the no-show rate, we construct a strategic map to help hotel managers formulate appropriate OB strategies tailored to their operational environment. Numerical results indicate that when the number of potential customers is low, a fixed pricing strategy is effective. When potential customer numbers are high and the no-show rate is low, DP without OB is preferable. Conversely, when the no-show rate is high, combining DP with OB yields better performance. Moreover, in scenarios where capacity and demand are approximately balanced and no-shows are likely, adopting a customer-oriented strategy can still lead to revenue maximization. These findings provide valuable insights for hotel managers aiming to develop flexible sales strategies that balance customer satisfaction and revenue optimization under demand uncertainty.