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The main objective of this seminar is to understand the purpose of revenue management in both technological and commercial terms.
With this information, a hotel can evaluate, develop and optimize its pricing strategy with the goal of maximizing profits.
Revenue Management is a method of managing sales of hotel inventory by applying yield management techniques.
Basic elements of Revenue Management used to manage inventory:
Historical data – statistics, demand and trends
Forecasts
Price management tools
Overall strategy
Pricing policies
The main factors in setting prices are:
Production costs
Market
Competition
Demand
Product positioning
tutorial Introduction to Revenue Management for Hotels Hospitality seminar- what is revenue management in hotel industry course
Tutorial introduction to revenue management for hotels hospitality seminar what is revenue management in hotel industry course
1. Introduction to
Hotel Revenue
Management
Earn More
by Selling the Same
Presented by Tomeu Pons
7 May 2013 | Miami Beach, FL
2. Introduction to Revenue Management
Presentation
The main objective of this seminar is to understand the purpose
of revenue management in both technological and commercial
terms.
With this information, a hotel can evaluate, develop and optimize
its pricing strategy with the goal of maximizing profits.
Hotel Revenue Management Seminar – Miami Beach, FL - 7 May 2013 Presented by: Tomeu Pons tomeupons@gmail.com @tomeu_pons 2
3. Introduction to Revenue Management
Presentation
Professor: Tomeu Pons tomeupons@gmail.com
Collaborating Professor – Turisme Sant Ignasi TSI, Fundación ESADE
Fundació
Tourism Education Manager – Cibernarium, Barcelona Activa
Collaborating Professor – University of Barcelona
E-
Educated in Hospitality, Marketing, E-commerce and IT Systems in
Hotelerí
Escola Hotelería UIB, ESADE, La Salle URL and UPC
Chief Operating Office – Flamingo Hotelier
Previously, Consultant ,Director of Marketing and CEO in companies
companies
such as The Perfect Hotels, Sercotel, Hotusa and SAP
Hotel Revenue Management Seminar – Miami Beach, FL - 7 May 2013 Presented by: Tomeu Pons tomeupons@gmail.com @tomeu_pons 3
4. Introduction to Revenue Management
Agenda
• Definition
• Price
• Effects on a hotel
• Distribution: direct and indirect
• When it is used
• Factors
• Tactics
• Calculating prices
• Reporting, statistics and tools
• Exercises
• Glossary
• Exam
• Notes
Hotel Revenue Management Seminar – Miami Beach, FL - 7 May 2013 Presented by: Tomeu Pons tomeupons@gmail.com @tomeu_pons 4
5. Introduction to Revenue Management
Definition
Revenue Management is a commercial management technique
that helps us to sell the right product at the right moment at the
right price to the right client.
Wikipedia: http://en.wikipedia.org/wiki/Revenue_management
Hotel Revenue Management Seminar – Miami Beach, FL - 7 May 2013 Presented by: Tomeu Pons tomeupons@gmail.com @tomeu_pons 5
6. Introduction to Revenue Management
Why use RM?
Revenue Management is a strategy we can use in response to:
• Increased competition
• Increase in channels of distribution
• Transparency in prices
• Increase in special promotions and discounts
• Decrease in expected response time to clients
• 80% of sales are influenced by online channels
Hotel Revenue Management Seminar – Miami Beach, FL - 7 May 2013 Presented by: Tomeu Pons tomeupons@gmail.com @tomeu_pons 6
7. Introduction to Revenue Management
Definition
Revenue Management is a method of managing sales of hotel
inventory by applying yield management techniques
Revenue Management:
Commercial management technique that helps us sell the right
product at the right moment at the right price to the right client
Yield:
The techniques, formulas and strategies hotels use to manage
inventory, price and sales policies to maximize revenue
generated from the sale of this inventory
Hotel Revenue Management Seminar – Miami Beach, FL - 7 May 2013 Presented by: Tomeu Pons tomeupons@gmail.com @tomeu_pons 7
8. Introduction to Revenue Management
Basic Elements of Revenue Management
Basic elements of Revenue Management used to manage inventory:
• Historical data – statistics, demand and trends
• Forecasts
• Price management tools
• Overall strategy
• Pricing policies
With the above, we can address:
• Fixed and perishable inventory
• Anticipated sales
• Customer segmentation
Hotel Revenue Management Seminar – Miami Beach, FL - 7 May 2013 Presented by: Tomeu Pons tomeupons@gmail.com @tomeu_pons 8
9. Introduction to Revenue Management
Improve RevPAR and GopPAR
RevPAR
RevPAR
GopPAR
GopPAR
Increase
Increase
Increase
Increase your
your
occupancy
occupancy Rooms
Rooms
ADR
ADR
Maximize
Maximize
Revenue
Revenue
and profit
and profit
Hotel Revenue Management Seminar – Miami Beach, FL - 7 May 2013 Presented by: Tomeu Pons tomeupons@gmail.com @tomeu_pons 9
10. Introduction to Revenue Management
Desired equilibrium in response to a changing market
Sell at Sell at
high prices low prices
Hotel Revenue Management Seminar – Miami Beach, FL - 7 May 2013 Presented by: Tomeu Pons tomeupons@gmail.com @tomeu_pons 10
11. Introduction to Revenue Management
The Customer
The customer is the most important factor in determining price.
Each client is different and has their own motivation:
• Different motives
• Different expectations
• Willing to pay different prices
• Interested in different products
To understand this environment we must ‘segment’ the market,
and for each of these segments we must adapt:
• Interested in different products
• Pricing
• Reservation terms
• Marketing along the path-to-purchase
Hotel Revenue Management Seminar – Miami Beach, FL - 7 May 2013 Presented by: Tomeu Pons tomeupons@gmail.com @tomeu_pons 11
12. Introduction to Revenue Management
The Product
The product is another of the key factors.
What is it about our product that drives sales?
• Hotel
• Destination
• Experience
• Rooms
• Services
Once we determine this, we can effectively develop our product:
Create additional room types?
Create a range of price points?
Hotel Revenue Management Seminar – Miami Beach, FL - 7 May 2013 Presented by: Tomeu Pons tomeupons@gmail.com @tomeu_pons 12
13. Introduction to Revenue Management
The Price
Although the price seems to be a lever we control, this is
completely false:
- Price is determined by demand
- Prices rise and prices fall
- High seasons and low seasons
- Years with low/no demand
- Channels with low/no demand
- Competition, local and international affects demand
However, there are techniques and factors that enable us to
increase prices.
Hotel Revenue Management Seminar – Miami Beach, FL - 7 May 2013 Presented by: Tomeu Pons tomeupons@gmail.com @tomeu_pons 13
14. Introduction to Revenue Management
The Moment of the Reservation
The moment of reservation is a key element in the management
of prices and quite often it isn’t take seriously enough
It’s an important moment for the customer just as much as it is
an important moment for the hotel. Both must work together in
the same way.
Many techniques exist for both players.
Forecasts based on historical data help us a great deal.
Hotel Revenue Management Seminar – Miami Beach, FL - 7 May 2013 Presented by: Tomeu Pons tomeupons@gmail.com @tomeu_pons 14
15. Introduction to Revenue Management
How it was born …
Hotel Revenue Management Seminar – Miami Beach, FL - 7 May 2013 Presented by: Tomeu Pons tomeupons@gmail.com @tomeu_pons 15
16. Introduction to Revenue Management
Where it was born, how and what need it met…
Hotel Revenue Management Seminar – Miami Beach, FL - 7 May 2013 Presented by: Tomeu Pons tomeupons@gmail.com @tomeu_pons 16
17. Introduction to Revenue Management
Where it was born, how and what need to it meet
These sales techniques were developed during the middle of the
20th century by American companies.
Once their information systems were computerized, they were
able to apply these methods effectively.
Companies could sell airplane tickets at different prices. They
realized that different clients, at different times, with different
motivations, were willing to pay different prices.
To be able to ‘predict’ how much clients were willing to pay for a
ticket, they developed ‘Yield’ techniques that allowed them to
fixed these prices. It was important for them to computerize and
collect information about supply and demand.
Hotel Revenue Management Seminar – Miami Beach, FL - 7 May 2013 Presented by: Tomeu Pons tomeupons@gmail.com @tomeu_pons 17
18. Introduction to Revenue Management
An example
Hotel Revenue Management Seminar – Miami Beach, FL - 7 May 2013 Presented by: Tomeu Pons tomeupons@gmail.com @tomeu_pons 18
19. Introduction to Revenue Management
Variability of industry pricing
Hotel Revenue Management Seminar – Miami Beach, FL - 7 May 2013 Presented by: Tomeu Pons tomeupons@gmail.com @tomeu_pons 19
20. Introduction to Revenue Management
Evolution of Tourism Pricing Management
History of Pricing
The total acceptance and integration of the Internet as a major
sales channel changed the way hotels price their inventory:
2003 – Some Majors changed to dynamic pricing
2004 – Fixed Consortia pricing disappeared
2005 – Decrease number of Categories and continued change to
dynamic pricing
2006 – Some corporate accounts are already dynamic
2007 – BAR is implemented completely
Hotel Revenue Management Seminar – Miami Beach, FL - 7 May 2013 Presented by: Tomeu Pons tomeupons@gmail.com @tomeu_pons 20
21. Introduction to Revenue Management
Definition
Pricing
Techniques to determine prices are developed in the heart of
each company. Setting prices can vary depending on the strategy
of the company.
The main factors in setting prices are:
• Production costs
• Market
• Competition
• Demand
• Product positioning
Hotel Revenue Management Seminar – Miami Beach, FL - 7 May 2013 Presented by: Tomeu Pons tomeupons@gmail.com @tomeu_pons 21
22. Introduction to Revenue Management
Pricing
Where do prices come from?
What are customers willing to pay?
$
$
$
$
Hotel Revenue Management Seminar – Miami Beach, FL - 7 May 2013 Presented by: Tomeu Pons tomeupons@gmail.com @tomeu_pons 22
23. Introduction to Revenue Management
Pricing
Techniques to set the prices of a good or a service…
Setting of prices can focus on anything from cost of production to
consumer demand.
From the point-of-view of marketing, an ‘efficient price’ is a price
that is close to the maximum price a consumer is willing to pay.
In economic terms, it is a price that transfers the most value
obtained by the consumer to the producer.
Hotel Revenue Management Seminar – Miami Beach, FL - 7 May 2013 Presented by: Tomeu Pons tomeupons@gmail.com @tomeu_pons 23
24. Introduction to Revenue Management
Pricing – Where do prices come from?
In the mind of the consumer, they are comparing different
options (substitute products), taking into consideration their
budget and the benefits of the purchase (e.g. pleasure).
This determines, in their minds, the right price they’d pay.
For a company to increase profitability from sales, they must
know in each moment what is the approximate maximum price a
customer is willing to pay for the product or service.
To increase the consumers’ perceived value of our products and
services, we must take in to account factors such as product,
price, distribution and promotions.
Hotel Revenue Management Seminar – Miami Beach, FL - 7 May 2013 Presented by: Tomeu Pons tomeupons@gmail.com @tomeu_pons 24
25. Introduction to Revenue Management
Pricing – An Efficient Price
The efficient price is the maximum consumers are willing to
pay. Prices are influenced by multiple factors…
But they are only perceived as ‘the right price for me or not’
Hotel Revenue Management Seminar – Miami Beach, FL - 7 May 2013 Presented by: Tomeu Pons tomeupons@gmail.com @tomeu_pons 25
26. Introduction to Revenue Management
Now that we understand that prices are factors affected by
Now that we understand that prices are factors affected by
multiple variables and are only perceived as
multiple variables and are only perceived as
‘the right price for me or not’
‘the right price for me or not’
We know we need to work with prices, adjust them and take
We know we need to work with prices, adjust them and take
advantage of them so they are perceived as ‘the right price for me’
advantage of them so they are perceived as ‘the right price for me’
Hotel Revenue Management Seminar – Miami Beach, FL - 7 May 2013 Presented by: Tomeu Pons tomeupons@gmail.com @tomeu_pons 26
27. Introduction to Revenue Management
How prices were set and how prices are currently set
Without Yield – Prices based upon cost
Cost of Desired
Cost of Production
Distribution Profit
$$ $$$ $$$$$ $$$$$
With Yield – Prices based upon demand
Cost of Desired YIELD
Cost of Production
Distribution Profit Pr
$$ $$$ $$$$$ $$$$$$ $$$$$$$$$$$$$$$$$$$$
Hotel Revenue Management Seminar – Miami Beach, FL - 7 May 2013 Presented by: Tomeu Pons tomeupons@gmail.com @tomeu_pons 27
28. Introduction to Revenue Management
Real impact on hotels
A hotel has 200 rooms…
If they apply RM for each of their rooms and each room
achieves an increase of €2, the impact on final results is
significant.
200 rooms x 2$ = 400$/day x 365 days = 146.000$
200 rooms x 3$ = 600$/day x 365 days = 219.000$
200 rooms x 5$ = 1000$/day x 365 days = 365.000$
Hotel Revenue Management Seminar – Miami Beach, FL - 7 May 2013 Presented by: Tomeu Pons tomeupons@gmail.com @tomeu_pons 28
29. Introduction to Revenue Management
Real impact on hotels
1 Hotel x 100 rooms x 365 days =
36,500 rooms x 1/3 = 12,166 rooms
12,166 x 3 $ = 36,498 $
12,166 x 6 $ = 72,996 $
12,166 x 9 $ = 109,494 $
TOTAL ANNUAL INCREASE = 218,988 $
Hotel Revenue Management Seminar – Miami Beach, FL - 7 May 2013 Presented by: Tomeu Pons tomeupons@gmail.com @tomeu_pons 29
30. Introduction to Revenue Management
Real impact on hotels
Pricing Mix
Price
Nº of Rooms
Hotel Revenue Management Seminar – Miami Beach, FL - 7 May 2013 Presented by: Tomeu Pons tomeupons@gmail.com @tomeu_pons 30
31. Introduction to Revenue Management
How clients agree to prices…
Hotel Revenue Management Seminar – Miami Beach, FL - 7 May 2013 Presented by: Tomeu Pons tomeupons@gmail.com @tomeu_pons 31
32. Introduction to Revenue Management
Consumer Behavior
Hotel Revenue Management Seminar – Miami Beach, FL 7 May 2013 Presented by: Tomeu Pons tomeupons@gmail.com 32
33. Introduction to Revenue Management
Fixed Pricing (static)
Hotel Revenue Management Seminar – Miami Beach, FL - 7 May 2013 Presented by: Tomeu Pons tomeupons@gmail.com @tomeu_pons 33
34. Introduction to Revenue Management
Booking Engine
Hotel Revenue Management Seminar – Miami Beach, FL - 7 May 2013 Presented by: Tomeu Pons tomeupons@gmail.com @tomeu_pons 34
35. Introduction to Revenue Management
Dynamic Pricing – Actions
Hotel Revenue Management Seminar – Miami Beach, FL - 7 May 2013 Presented by: Tomeu Pons tomeupons@gmail.com @tomeu_pons 35
36. Introduction to Revenue Management
Distribution – Direct or Indirect
Hotel Revenue Management Seminar – Miami Beach, FL - 7 May 2013 Presented by: Tomeu Pons tomeupons@gmail.com @tomeu_pons 36
37. Introduction to Revenue Management
Maintaining Indirect Distribution
Hotel Revenue Management Seminar – Miami Beach, FL - 7 May 2013 Presented by: Tomeu Pons tomeupons@gmail.com @tomeu_pons 37
38. Introduction to Revenue Management
Billboard Effect
Hotel Revenue Management Seminar – Miami Beach, FL 7 May 2013 Presented by: Tomeu Pons tomeupons@gmail.com 38
39. Introduction to Revenue Management
Implementation
Hotel Revenue Management Seminar – Miami Beach, FL - 7 May 2013 Presented by: Tomeu Pons tomeupons@gmail.com @tomeu_pons 39
40. Introduction to Revenue Management
Definitions
Revenue Manager:
Revenue Management:
Yield Management:
Hotel Revenue Management Seminar – Miami Beach, FL - 7 May 2013 Presented by: Tomeu Pons tomeupons@gmail.com @tomeu_pons 40
41. Introduction to Revenue Management
Corporate Policy
Hotel Revenue Management Seminar – Miami Beach, FL - 7 May 2013 Presented by: Tomeu Pons tomeupons@gmail.com @tomeu_pons 41
42. Introduction to Revenue Management
When is it appropriate to apply ‘Yield’
To implement RM we need:
• Fixed production of stock/products
• Perishable product
• Clear policy on dynamic pricing
• Ability to update prices quickly
• Reservations/sales occur within a time period
• Ability to segment the market or groups of customers
To manage RM actions, the involvment of Management, Sales and Reservations
is required. Their must be a unified vision and mission, and agreed objectives.
It’s necessary to collect information about demand: price paid, reservation dates,
dates of consumption, quantity of demand, events in the destination or origen
location, competitors’ prices, distributors…
Hotel Revenue Management Seminar – Miami Beach, FL - 7 May 2013 Presented by: Tomeu Pons tomeupons@gmail.com @tomeu_pons 42
43. Introduction to Revenue Management
Main techniques
The main RM tools:
• Availability management
• Categories
• Groups
• Reservation terms
• Auto-Allotment
• CTA, Close-to-Arrival
• MinLOS & MaxLOS
• Upselling
• Overbooking
Hotel Revenue Management Seminar – Miami Beach, FL - 7 May 2013 Presented by: Tomeu Pons tomeupons@gmail.com @tomeu_pons 43
44. Introduction to Revenue Management
How we set prices
The key point is to have the ‘right price’.
To determine the right price we take in to account:
• Value of our product
• Customers’ perceived value
• Positioning
• Competition
Hotel Revenue Management Seminar – Miami Beach, FL - 7 May 2013 Presented by: Tomeu Pons tomeupons@gmail.com @tomeu_pons 44
45. Introduction to Revenue Management
Management of Availability
The correct management of availability is one of the most
important points of good RM
Factors that affect availability include:
• Reservation terms
• Rates
• Reservations not guaranteed
• Pre-payments
• Categories
• Groups
• Overbooking
• Waiting lists
• Peaks and valleys in planning
Hotel Revenue Management Seminar – Miami Beach, FL - 7 May 2013 Presented by: Tomeu Pons tomeupons@gmail.com @tomeu_pons 45
46. Introduction to Revenue Management
Types of Rates
All hotels offer a variety of rate types. The trend is to simplify
them into ‘rate periods’ and apply to BAR ‘discount periods’.
With the current system we lose competitivity and have to work
more hours to organize our work.
Rate types:
• Published rates on hotel website, Booking…
• Negotiated ECI, companies, groups…
• Packaged, Expedia…
• Opaque Atrapalo, Lastminute
• Restricted cancellations, advanced payment, promotions
Hotel Revenue Management Seminar – Miami Beach, FL - 7 May 2013 Presented by: Tomeu Pons tomeupons@gmail.com @tomeu_pons 46
47. Introduction to Revenue Management
Price Matrix
RACK
RACK PREF
PREF BAR1
BAR1 BAR2
BAR2 BAR3
BAR3 BAR4
BAR4 BAR5
BAR5 BAR6
BAR6 WKD1
WKD1 WKD2
WKD2
Standard
Standard 200
200 160
160 140
140 120
120 110
110 100
100 90
90 80
80 70
70 60
60
Superior
Superior 215
215 175
175 155
155 135
135 125
125 115
115 105
105 95
95 85
85 75
75
Suite
Suite 230
230 190
190 170
170 150
150 140
140 130
130 120
120 110
110 100
100 90
90
Creation of numerous published rates that pass from one to the
other in function of the level of occupation and expected demand,
and we make if from the level of rates that we consider most
opportune.
¿What is the BAR Best Available Rate?
Hotel Revenue Management Seminar – Miami Beach, FL - 7 May 2013 Presented by: Tomeu Pons tomeupons@gmail.com @tomeu_pons 47
48. Introduction to Revenue Management
Price Matrix x Occupation
Demand Profile Nov - Mar Apr - Jun Jul - Oct
BAR BAR BAR
Occupation Rate Occupation Rate Occupation Rate
Rate Base Base Rate Base Rate
215 230 250
High Demand >75% 205 >85% 215 >95% 235
180 195 215
190 215 235
Moderate Demand 65% 175 75% 205 75% 225
165 180 200
190 190 210
Low Demand 55% 170 65% 175 65% 195
150 165 185
140 150 170
Very Low Demand <50% 110 >55% 130 >55% 150
75 115 135
Hotel Revenue Management Seminar – Miami Beach, FL - 7 May 2013 Presented by: Tomeu Pons tomeupons@gmail.com @tomeu_pons 48
49. Introduction to Revenue Management
Total Demand, Unconstrained Demand
The total demand of a room for a specified day. This figure is
independent of the physical capacity of the hotel.
For the total registered demand for a product, it’s useful to have
a system that permits ‘on-request’, including when all rooms are
already sold.
This demand will allow us to calculate the “Last Room Value”, or
how much somebody is willing to pay for the last room in our
inventory.
Hotel Revenue Management Seminar – Miami Beach, FL - 7 May 2013 Presented by: Tomeu Pons tomeupons@gmail.com @tomeu_pons 49
50. Introduction to Revenue Management
Segmentation of the Market/Consumers
Market segmentation is the study of consumers and what their
different motives may be for choosing our hotel.
This allows us to to create different segments or groups of
consumers according to their motives for the visit.
To know these motives we must be able to analyze ways to
increase the demand in each of these segments.
We also must know the segments of our competitors and the
destination in general to make comparisons.
Hotel Revenue Management Seminar – Miami Beach, FL - 7 May 2013 Presented by: Tomeu Pons tomeupons@gmail.com @tomeu_pons 50
51. Introduction to Revenue Management
Segmentation of the Market/Consumers
In order to investigate the segmentation of the market and
consumers, we must collect data:
• Duration of stay
• Motive for the stay – source and recipient
• Motive to choose hotel
• How long in advance did they book hotel
• Revenue per room
• Revenue per client
• Distribution channel where booking was made
Hotel Revenue Management Seminar – Miami Beach, FL - 7 May 2013 Presented by: Tomeu Pons tomeupons@gmail.com @tomeu_pons 51
52. Introduction to Revenue Management
Price Elasticity
Price elasticity measures the effect changes in price have on
demand. Sometimes an increase in price causes a significant
decrease in the demand and in other instances only a slight
decrease.
Elastic Demand Inelastic Demand
• High competition • Low competition
• Standard services • Differentiated services
Hotel Revenue Management Seminar – Miami Beach, FL - 7 May 2013 Presented by: Tomeu Pons tomeupons@gmail.com @tomeu_pons 52
53. Introduction to Revenue Management
Segmentation of the Market/Consumers
Example:
Hotel Revenue Management Seminar – Miami Beach, FL - 7 May 2013 Presented by: Tomeu Pons tomeupons@gmail.com @tomeu_pons 53
54. Introduction to Revenue Management
Demand Forecasting
Investigation based on a calendar that allows us to know the
demand that our product will have in the future.
The objective is to forecast the periods of low demand and
stimulate sales, as well as to know the periods of high demand in
which we can increase rates.
Use Google Calendar to collect all of the events that can
influence consumption. This tool is easy to use and available to
all of the team.
Hotel Revenue Management Seminar – Miami Beach, FL - 7 May 2013 Presented by: Tomeu Pons tomeupons@gmail.com @tomeu_pons 54
55. Introduction to Revenue Management
Demand Forecasting
Forecasting consists of the estimation and analysis of future
demand for a specific product or service using inputs such as
historic sales, marketing estimates and promotional information.
Price Waterhouse Coopers
Hotel Revenue Management Seminar – Miami Beach, FL - 7 May 2013 Presented by: Tomeu Pons tomeupons@gmail.com @tomeu_pons 55
56. Introduction to Revenue Management
Demand Forecasting
To be able to forecast, it’s necessary to know historic consumption
data, referring to:
• Consumption weekdays
• Consumption during events: conferences, festivals…
• Consumption during vacations
• Clients – Business or Leisure
• Changes in demand
It can be easy to make a forecast. If you can, also make a
forecast about your competitors and about the destination.
This document will allow you to know the number of arrivals and
departures, occupation by room and possibly revenue from other
non-room sources.
It’s a great tool to define internal objectives.
Hotel Revenue Management Seminar – Miami Beach, FL - 7 May 2013 Presented by: Tomeu Pons tomeupons@gmail.com @tomeu_pons 56
57. Introduction to Revenue Management
Objective of Forecasting
Why do we make forecasts?
• Measure demand
• Forsee falls in demand
• React to low demand
• Define commercial strategy
• Apply rates
• Restrict sales
• Control costs
• Control commissions
• Financial planning
• Human Resources planning
Hotel Revenue Management Seminar – Miami Beach, FL - 7 May 2013 Presented by: Tomeu Pons tomeupons@gmail.com @tomeu_pons 57
58. Introduction to Revenue Management
Forecasting: Behavior Patterns of Reservations
Booking Pace
The booking pace must be monitized for the current day and
future days to ensure alignment with the forecast and to be able
to react to any deviations from the forecast that occur.
DailyPick-up
The daily pick-up, and the ability to follow the rhythym of
reservations must distinguish individuals and groups.
Hotel Revenue Management Seminar – Miami Beach, FL - 7 May 2013 Presented by: Tomeu Pons tomeupons@gmail.com @tomeu_pons 58
59. Introduction to Revenue Management
Pick-Up
The pick-up is the figure that tells us today how many confirmed
reservations we have for a specific day.
This figure shows us in a detailed way, by day or room type, the
% already sold.
This figure allows us to guide our decisions to increase or
maintain rates for a specific day and what we must already apply
today.
The ideal is to be able to analyze and act daily, in all distribution
channels, with this information.
Hotel Revenue Management Seminar – Miami Beach, FL - 7 May 2013 Presented by: Tomeu Pons tomeupons@gmail.com @tomeu_pons 59
60. Introduction to Revenue Management
Pick-Up
Difference in the number of reservations between one date and another.
Example: Reservations made yesterday for the month of June.
Hotel Revenue Management Seminar – Miami Beach, FL - 7 May 2013 Presented by: Tomeu Pons tomeupons@gmail.com @tomeu_pons 60
61. Introduction to Revenue Management
Forecasting Elements
To record:
• Objectives reached vs. objectives set
• Reservations on the books
• Pick-up realized vs. expected pick-up
• Expected segments
• Average rate
• Total revenue
We should forecast:
• Once per week for the next 4 weeks
• Once per month for the next 3 months
• Once per month every 3 months for the whole year
• Once per year for the next year
Hotel Revenue Management Seminar – Miami Beach, FL - 7 May 2013 Presented by: Tomeu Pons tomeupons@gmail.com @tomeu_pons 61
62. Introduction to Revenue Management
Demand Curve vs. Advanced Reservation
Individuals
Companies
FIT
Groups
-60 -30 -15 -5 Days before arrival
Hotel Revenue Management Seminar – Miami Beach, FL - 7 May 2013 Presented by: Tomeu Pons tomeupons@gmail.com @tomeu_pons 62
63. Introduction to Revenue Management
Demand Curve
Hotel Revenue Management Seminar – Miami Beach, FL - 7 May 2013 Presented by: Tomeu Pons tomeupons@gmail.com @tomeu_pons 63
64. Introduction to Revenue Management
Groups
We should take note of all Group requests in our statistics, so we
can evaluate profitability and apply RM to group pricing.
• Provider
• Type of contract
• Revenue per room
• Revenue per guest
• Revenue per group
• Group sub-segments
• Purpose of the visit
• number of and motive for cancellations
Hotel Revenue Management Seminar – Miami Beach, FL - 7 May 2013 Presented by: Tomeu Pons tomeupons@gmail.com @tomeu_pons 64
65. Introduction to Revenue Management
Demand Curve
Hotel Revenue Management Seminar – Miami Beach, FL - 7 May 2013 Presented by: Tomeu Pons tomeupons@gmail.com @tomeu_pons 65
66. Introduction to Revenue Management
Tour Operators
Tour operator contracts are the most difficult to apply RM to
since the system of prices and sales is already fairly static.
Technically, it is a segment ‘not yieldable’.
Hotels should insist the tour operators agree to dynamic
prices, but these companies and their ‘packages’ business
model make it very difficult commercially to use dynamic
pricing methods.
From the analysis of these contracts we can reason that there
are months hotels benefit from them and months where sales
opportunities are lost due to them.
Hotel Revenue Management Seminar – Miami Beach, FL - 7 May 2013 Presented by: Tomeu Pons tomeupons@gmail.com @tomeu_pons 66
67. Introduction to Revenue Management
Shoulder Days
What is the impact of closing sales for a specific day?
The impact of closing sales of a room type for specified dates
could be larger than what we believe.
The “Shoulder days” are the days of ‘closed stays’ that imply
a reservation. In other words, the 2 or 3 days the client would
have stayed in the hotel.
This statistic helps us to calculate the impact on revenue
when a room type isn’t available.
Some segments like groups and tour operators can produce a
large number of ‘shoulder days’.
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68. Introduction to Revenue Management
What actions should we take?
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69. Introduction to Revenue Management
Tactics – How to act during high demand
High Demand
• Close or restrict discounts
• Apply a minimum of nights, but with caution
• Reduce groups and ‘shoulder days’
• Reduce ‘late check out’, and in moderation, if possible, ‘late check in’
• Increase guarantees and cancellation charges
• Increase rates in accordance with those the competition
• Increase the cost of packages and hotel services
• Apply the full cost of suits and executive rooms
• Select dates that are ‘closed to arrivals’
• Evaluate the total profit of the hotel and try to increase it
• Invoice for all of the nights in case the client shortens their stay
Hotel Revenue Management Seminar – Miami Beach, FL - 7 May 2013 Presented by: Tomeu Pons tomeupons@gmail.com @tomeu_pons 69
70. Introduction to Revenue Management
Tactics – How to act during low demand
Low demand:
• Sell added value and special benefits
• Offer packages including internal and external products
• Don’t close sales of the cheapest category of rooms
• Incentivize upgrades
• Offer better prices at adjusted budgets
• Don’t use ‘stay restrictions’
• Motivate hotel staff to be especially attentive
• Monitor competitors’ actions
• Lower prices
Hotel Revenue Management Seminar – Miami Beach, FL - 7 May 2013 Presented by: Tomeu Pons tomeupons@gmail.com @tomeu_pons 70
71. Introduction to Revenue Management
Consistency
Consistency in applying prices…
It’s very important to be consistent with our product, services
and the value we offer.
We must align our value, price and quality, in order to not
disappoint our customers.
Hotel Revenue Management Seminar – Miami Beach, FL - 7 May 2013 Presented by: Tomeu Pons tomeupons@gmail.com @tomeu_pons 71
72. Introduction to Revenue Management
Tactics – Four Revenue Management
Principal points to remember:
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Hotel Revenue Management Seminar – Miami Beach, FL - 7 May 2013 Presented by: Tomeu Pons tomeupons@gmail.com @tomeu_pons 72
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Questions
When should we reject a sale?
Is it useful to know how much customers spend?
When should we offer a discount?
When should we use overbooking?
Hotel Revenue Management Seminar – Miami Beach, FL - 7 May 2013 Presented by: Tomeu Pons tomeupons@gmail.com @tomeu_pons 73
74. Introduction to Revenue Management
How do we measure our Factor Yield / RM
Room Revenue
o
Average Rate x Occupation
Revenue per Available Room
RevPAR
Number of Rooms Available
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75. Introduction to Revenue Management
How do we measure our Factor Yield / RM
Total Revenue
TRevPAr Total Revenue per Available Room
Rooms Available
Gross Operating Profit – GOP
GOPPar
Gross Operational Profit per Available Room
Rooms Available
Hotel Revenue Management Seminar – Miami Beach, FL - 7 May 2013 Presented by: Tomeu Pons tomeupons@gmail.com @tomeu_pons 75
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Elements of Analysis
We have three levels of analysis: daily, monthly and yearly
Daily:
• Average occupation
• Average rate
• Rev PAR
• Pick-Up
Monthly:
• Geographic origin, GOB
• Length-of-stay, LOS
• Lead Time
• Channel
• Commissions
Always:
• Profitability of each type of guest
Hotel Revenue Management Seminar – Miami Beach, FL - 7 May 2013 Presented by: Tomeu Pons tomeupons@gmail.com @tomeu_pons 76
77. Introduction to Revenue Management
Benchmarking
Benchmarketing is the study of the competition to discover how
they sell, at what price and what their occupancy is. The objective
is to discover how we can improve and act upon this with
distributors, guests…To be able to improve our commercialization.
At a minimum, benchmarking should give us information on:
• Prices
• Room type
• Products
• Packages
• Channels of distribution
• Occupation
• Services offered
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78. Introduction to Revenue Management
Benchmarking
My Hotel vs. My Competitors
Who manages their hotel better, Manager A or Manager B?
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Daily Prices
To manage our prices taking into account the prices our
competition is selling at, is one of the best tools to help us sell
smarter. From them we can make a number of conclusions.
There are a number of ways to obtain this information.
The questions we seek to answer include:
• What is their strategy?
• Do they use ‘yield’?
• What occupation do they have?
• Can it affect our sales?
• What would be their future prices?
• Do they require minimum stay (L.O.S.)?
Hotel Revenue Management Seminar – Miami Beach, FL - 7 May 2013 Presented by: Tomeu Pons tomeupons@gmail.com @tomeu_pons 79
80. Introduction to Revenue Management
Place your hotel: market vs. your value
All of the commercial policies and prices of your establishment
must be consistent with your product and values.
Aligning price, services and product will ensure you have an
excellent perceived value for money and that demand is more
loyal and sustained.
Monitor your competitors in terms of their products and
associated ‘perceived value’. After, compare your hotel to theirs
and adjust your offering to be more competitive and more
productive.
Hotel Revenue Management Seminar – Miami Beach, FL - 7 May 2013 Presented by: Tomeu Pons tomeupons@gmail.com @tomeu_pons 80
81. Introduction to Revenue Management
Place your hotel: market vs. your value
Evaluate your hotel and your competitors:
• Product – room type
• Product – hotel services
• Price
• Channels of distribution
• Location
• Strengths and weaknesses
• Client segments of the hotel
• Their presence in other markets
• What hotels have similar prices
You can also study the market for your destination, as well as
source markets.
Hotel Revenue Management Seminar – Miami Beach, FL - 7 May 2013 Presented by: Tomeu Pons tomeupons@gmail.com @tomeu_pons 81
82. Introduction to Revenue Management
Place your hotel: market vs. your value - SWOT
Strengths Weaknesses
My Hotel
My Environment
Threats Opportunities
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83. Introduction to Revenue Management
Market Share Report
This study helps us to understand our results compared to our
competitors, especially in regards to the average price and
occupation.
The parameters are:
MPI. Market Penetration Index
market penetration rate vs. the average occupation of our
competitors
ARI. Average Rate Index
average price index, our average price vs. our competitors
RGI. Revenue Generator Index
revenue generator index, our share of revenue vs. our
competitors
Hotel Revenue Management Seminar – Miami Beach, FL - 7 May 2013 Presented by: Tomeu Pons tomeupons@gmail.com @tomeu_pons 83
84. Introduction to Revenue Management
Distributors
Our presence with distributors is key. We can consult them at
any time for competitive data and we can observe the positions
they occupy in search engine results.
We can observe how they sell… use of photography, text,
reference to locations, positioning of product.
Very good presence with distributors can help our product
compete with superior hotels (in this case we’d be competitive
on price) and with similar hotels (in this case we’d be the
better option).
Hotel Revenue Management Seminar – Miami Beach, FL - 7 May 2013 Presented by: Tomeu Pons tomeupons@gmail.com @tomeu_pons 84
85. Introduction to Revenue Management
How to be present. Distributors and the exponential effect.
Is it really the same hotel? Where will customers book it?
The hotel’s website is not the best option to book it in this case.
Hotel Revenue Management Seminar – Miami Beach, FL - 7 May 2013 Presented by: Tomeu Pons tomeupons@gmail.com @tomeu_pons 85
86. Introduction to Revenue Management
Many published rates and many products
An establishment should have however many rates they believe
to be opportune. All rates should be competitive depending upon
the moment they are applied.
Attention to the offers and closed prices and/or flat-rates offered
to companies and agencies.
If the latter act with a discount code, we must always reference
these exceptions and offers.
All products should always be offered and done so with the
largest number of distributors possible.
Hotel Revenue Management Seminar – Miami Beach, FL - 7 May 2013 Presented by: Tomeu Pons tomeupons@gmail.com @tomeu_pons 86
88. Introduction to Revenue Management
Optimize your supplementary products
Clients for the most part consume on impulse. A direct call to
make a reservation sometimes lasts only a few minutes, as can
the online process, so we must always present ourselves in the
most ‘desirable’ fashion.
Different room types meet different needs of different segments.
Why don’t we offer them all?
In the descriptions suggested ‘use/benefits’ are given. Create
clear differences between the room categories. Stimulate the
thought… ‘a little more per night you can enjoy…’
Hotel Revenue Management Seminar – Miami Beach, FL - 7 May 2013 Presented by: Tomeu Pons tomeupons@gmail.com @tomeu_pons 88
89. Introduction to Revenue Management
Upselling
Upselling is another tool that helps us to achieve good results
from RM.
Two moments when it can be applied:
• Moment reservation is made
• Arrival at hotel
Offer what the client ‘needs’ in a direct way for a little more
money.
We must:
• Understand the client
• Observe their needs
• Propose options
• Communicate the benefits
Hotel Revenue Management Seminar – Miami Beach, FL - 7 May 2013 Presented by: Tomeu Pons tomeupons@gmail.com @tomeu_pons 89
90. Introduction to Revenue Management
Price Parity
Although price parity is a model criticized by some, others
defend it.
In spite of not being logically sound financially, it’s use has
spread and has been accepted by all OTA’s.
Internally, the differences between the reprecussion of the
commissions that are considered as costs of promotion or
sales; are compensated some OTA’s with others.
In the case of not having parity, clients will buy in mass, the
cheapest OTA’s. Although this would be more effective,
having one OTA’s dominating almost all sales would be
dangerous.
Hotel Revenue Management Seminar – Miami Beach, FL - 7 May 2013 Presented by: Tomeu Pons tomeupons@gmail.com @tomeu_pons 90
91. Introduction to Revenue Management
Commercial Parity
Commercial parity is based on the commercial parameters that
can influence the client’s purchase
It’s important to have commercial parity with our distributors
because they otherwise could have advantages over our own
channel.
• Payment conditions
• Reservation conditions
• Cancellation charges
• Advance notice of cancellation required
• Cleaning charges
• Hidden offers
• …
Hotel Revenue Management Seminar – Miami Beach, FL - 7 May 2013 Presented by: Tomeu Pons tomeupons@gmail.com @tomeu_pons 91
92. Introduction to Revenue Management
Control Price Parity
Controlling price parity is very important and affects our
relationship with our clients and distributors.
Technological tools exist to compare prices for our own hotel:
• know who we work with
• know who are our distributors
• know the mark-up on our product
• understand the distributor’s model: retail, merchant, opaque...
Hotel Revenue Management Seminar – Miami Beach, FL - 7 May 2013 Presented by: Tomeu Pons tomeupons@gmail.com @tomeu_pons 92
93. Introduction to Revenue Management
Parity Disruptors
Some companies willingly perform actions to cause “Parity
Disruption”.
Break the parity of your hotel to get benefits from it, decreasing
your margin so clients choose your property.
In other instances, data is aggregated from different channels to
show which has the lower prices.
Normally, these companies don’t have direct contracts with the
hotel and use price comparison to attract clients.
If it’s necessary, make reservations in each channel to get the
voucher and know which agency is selling your property in this
way.
Hotel Revenue Management Seminar – Miami Beach, FL - 7 May 2013 Presented by: Tomeu Pons tomeupons@gmail.com @tomeu_pons 93
94. Introduction to Revenue Management
Overbooking
Overbooking isn’t an effect or a consequence.
In RM, it is a tool that allows us to get the most ‘play’ out of our
hotel’s availability.
On many occasions, the no-shows, last minute cancellations and
shortened stays, affect our profitability.
It’s recommended to have an action plan for these occasions.
We need to think about how these deviations will impact:
costs of stay, costs of transportation, compensation for services
or monetary, and possibly sanctions.
Hotel Revenue Management Seminar – Miami Beach, FL - 7 May 2013 Presented by: Tomeu Pons tomeupons@gmail.com @tomeu_pons 94
95. Introduction to Revenue Management
Overbooking
Calculate your level of Overbooking and evaluate risk vs. Profit
Not Guaranteed
Reservations Received > Cancellations > Arrivals
No Shows
Rates we charge
Transfer Expenses
Hotel Revenue Management Seminar – Miami Beach, FL - 7 May 2013 Presented by: Tomeu Pons tomeupons@gmail.com @tomeu_pons 95
96. Introduction to Revenue Management
Parameters to measure efficacy
REVPAR: Room Revenue per Available Room
TREVPAR: Total Revenue per Available Room
TREVPEC: Total Revenue per Client
GOPPAR: Gross Operating Profit per Available Rooms
Conference/
REVPAM: Conference/Banqueting Revenue per Available M2
REVPASH: F&B Revenue per Available seats and hour
Hotel Revenue Management Seminar – Miami Beach, FL - 7 May 2013 Presented by: Tomeu Pons tomeupons@gmail.com @tomeu_pons 96
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When we obtain more by applying RM
Hotel Revenue Management Seminar – Miami Beach, FL - 7 May 2013 Presented by: Tomeu Pons tomeupons@gmail.com @tomeu_pons 97
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Where to obtain more by applying RM
Hotel Revenue Management Seminar – Miami Beach, FL - 7 May 2013 Presented by: Tomeu Pons tomeupons@gmail.com @tomeu_pons 98
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How much you’ve obtained by applying RM
Hotel Revenue Management Seminar – Miami Beach, FL - 7 May 2013 Presented by: Tomeu Pons tomeupons@gmail.com @tomeu_pons 99
100. Introduction to Revenue Management
Practice: How to determine our prices
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