Revenue Managers Today -
Commercial Leaders
Tomorrow
Clinton	Campbell	MSc	
Apex	Hotels
Transition to Commercial Leadership
•  Iden6fy	the	need	to	change	
•  Scope	the	change	
•  Change	
•  Review
Identifying the need to change
CHANNEL	
SPECIFIC
What’s the Difference?
Func%onal	
•  applica6on	of	disciplined	
analy6cs		
•  micro-market	level		
•  op6mize	product	avai...
Future of Revenue Management in 2008
*Kimes,	S.E.,	(2008),	Hotel	Revenue	Management:	Today	and	Tomorrow,	The	Scholarly	Com...
2008 – Future of Revenue Management
*Kimes,	S.E.,	(2008),	Hotel	Revenue	Management:	Today	and	Tomorrow,	The	Scholarly	Comm...
Future of Revenue Management in 2008
*Kimes,	S.E.,	(2008),	Hotel	Revenue	Management:	Today	and	Tomorrow,	The	Scholarly	Com...
Scope the change
“Restructuring your teams will
often not solve conflict
issues.”
Neilson,	Mar6n	and	Powers	(2008)
“The functions of management
are dissimilar to leadership.”
KoTer	(1990)
What about the next 15 years?
Personaliza%on,	dynamic	packaging	and	real-%me	
distribu%on.	Dieter	Westermann,	Senior	Vice	...
Survey
Q:	How	will	revenue	support	a	commercial	strategy	in	the	next	5	years?	
1.  Controlling	the	cost	of	Distribu%on	
2....
Survey
Q:	What	tools	do	companies	need	to	succeed	in	the	future	
1.  Ability	to	understand	BIG	DATA	
2.  Ability	to	share	...
Survey
Q:	Who	will	win	the	baTle	with	the	OTA’s	
1.  OTA’s
Demand	is	“Omni-
Channel”
Implement the Change
Organisational DNA
hTp://www.simulator-orgeffec6veness.com/strategyand
Organisational DNA Profile
“An alternative approach
suggests that analysis of
information flows and clarification
of decision rights have a bigger
im...
How to implement commercial leadership
thinking
•  Fix,	Sell	or	Close	
•  The	Handbook	
•  What	does	your	C-Suite	look	lik...
Review Change
eTravel Europe 2016 - Revenue managers today should be commercial leaders tomorrow - Clinton Campbell - Apex
eTravel Europe 2016 - Revenue managers today should be commercial leaders tomorrow - Clinton Campbell - Apex
eTravel Europe 2016 - Revenue managers today should be commercial leaders tomorrow - Clinton Campbell - Apex
eTravel Europe 2016 - Revenue managers today should be commercial leaders tomorrow - Clinton Campbell - Apex
eTravel Europe 2016 - Revenue managers today should be commercial leaders tomorrow - Clinton Campbell - Apex
eTravel Europe 2016 - Revenue managers today should be commercial leaders tomorrow - Clinton Campbell - Apex
eTravel Europe 2016 - Revenue managers today should be commercial leaders tomorrow - Clinton Campbell - Apex
eTravel Europe 2016 - Revenue managers today should be commercial leaders tomorrow - Clinton Campbell - Apex
eTravel Europe 2016 - Revenue managers today should be commercial leaders tomorrow - Clinton Campbell - Apex
eTravel Europe 2016 - Revenue managers today should be commercial leaders tomorrow - Clinton Campbell - Apex
eTravel Europe 2016 - Revenue managers today should be commercial leaders tomorrow - Clinton Campbell - Apex
Nächste SlideShare
Wird geladen in …5
×

eTravel Europe 2016 - Revenue managers today should be commercial leaders tomorrow - Clinton Campbell - Apex

101 Aufrufe

Veröffentlicht am

The supply and consumption in the travel and tourism sector is changing at an ever increasing rate. Not only are the needs of guests changing, but the entire demographic of guests too is varying with little notice to the owners and managers of hotels.

This presentation will provide findings from a survey and research into the commercial function of the future and how it would be best placed to manage the constant change in technology, guests demographic and customer needs.

Veröffentlicht in: Reisen
  • Als Erste(r) kommentieren

  • Gehören Sie zu den Ersten, denen das gefällt!

eTravel Europe 2016 - Revenue managers today should be commercial leaders tomorrow - Clinton Campbell - Apex

  1. 1. Revenue Managers Today - Commercial Leaders Tomorrow Clinton Campbell MSc Apex Hotels
  2. 2. Transition to Commercial Leadership •  Iden6fy the need to change •  Scope the change •  Change •  Review
  3. 3. Identifying the need to change
  4. 4. CHANNEL SPECIFIC
  5. 5. What’s the Difference? Func%onal •  applica6on of disciplined analy6cs •  micro-market level •  op6mize product availability and price •  maximize revenue growth Commercial •  non-technical business disciplines •  generate a financial return •  encompass all resources •  share informa6on and best prac6ce •  communicates
  6. 6. Future of Revenue Management in 2008 *Kimes, S.E., (2008), Hotel Revenue Management: Today and Tomorrow, The Scholarly Commons, Cornell University
  7. 7. 2008 – Future of Revenue Management *Kimes, S.E., (2008), Hotel Revenue Management: Today and Tomorrow, The Scholarly Commons, Cornell University
  8. 8. Future of Revenue Management in 2008 *Kimes, S.E., (2008), Hotel Revenue Management: Today and Tomorrow, The Scholarly Commons, Cornell University
  9. 9. Scope the change
  10. 10. “Restructuring your teams will often not solve conflict issues.” Neilson, Mar6n and Powers (2008)
  11. 11. “The functions of management are dissimilar to leadership.” KoTer (1990)
  12. 12. What about the next 15 years? Personaliza%on, dynamic packaging and real-%me distribu%on. Dieter Westermann, Senior Vice President Revenue Management Strategy & Solu6ons, Pricing & Revenue Management, Qatar Airways, Qatar RM will revert back to more basic and simple models. Fredrik Odegaard. Associate Professor of Management Sciences, at Ivey Business School, Canada Yeoman, I. (2016), “The history of revenue and pricing management – 15 years and more” Journal of Revenue and Pricing Management
  13. 13. Survey Q: How will revenue support a commercial strategy in the next 5 years? 1.  Controlling the cost of Distribu%on 2.  Providing repor%ng and analysis to the wider team 3.  Using channel mix and lead %me to deliver best RevPAR
  14. 14. Survey Q: What tools do companies need to succeed in the future 1.  Ability to understand BIG DATA 2.  Ability to share informa%on 3.  Intui%ve RM Systems
  15. 15. Survey Q: Who will win the baTle with the OTA’s 1.  OTA’s
  16. 16. Demand is “Omni- Channel”
  17. 17. Implement the Change
  18. 18. Organisational DNA hTp://www.simulator-orgeffec6veness.com/strategyand
  19. 19. Organisational DNA Profile
  20. 20. “An alternative approach suggests that analysis of information flows and clarification of decision rights have a bigger impact on organisational effectiveness.” Neilson, Mar6n & Powers (2008)
  21. 21. How to implement commercial leadership thinking •  Fix, Sell or Close •  The Handbook •  What does your C-Suite look like (GE had 4 Execu6ves) •  Hardware and then Solware •  Remove barriers across departments •  Empower your employees
  22. 22. Review Change

×