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WELCOME TO REVENUE
MANAGEMENT
WELCOME TO REVENUE
MANAGEMENTExecutive Orientation
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AGENDAAGENDA
Revenue Management OverviewTotal Hotel Pricing
Philosophy/Sales StrategiesAdditional Demand & Price
TurndownsFidelio and LHW ReportsOne Yield
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AN OVERVIEW
Revenue Revenue Management... Management...
Marriott International Lodging Revenue Management
TOTAL HOTEL FOCUS!
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“Selling the right product
to the right customer
at the right time
for the right price.”
Robert G. CrossAeronomics
Revenue Management Revenue Management is ….is ….
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A COMBINATION OF
PEOPLE
&
SYSTEMS
Revenue Management is Revenue Management is also...also...
all working toward completion of the revenue cycle
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Revenue Cycle Revenue Cycle
CREATE
DEMAND MAXIMIZE
REVENUE SUPERIORSERVICE
EXPERIENCE
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Revenue Cycle
MAXIMIZING REVENUE
PRICING
How we price
our product
SELLINGSTRATEGY
How we sell
our product
INVENTORYALLOCATIO
N
What we put on the shelf
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Revenue Cycle
Maximizing Revenue through Pricing
How do we price our product?
Using:
•Rational Pricing
•Total Hotel Pricing Process
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What is Rational Pricing?
A Logical Reason exists for every rate.
Customers can be segmented according to their needs, buying behavior and willingness to pay
And based on this:– We define variable, market-based pricing
designed to maximize revenue and profits
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Rational Pricing Rational Pricing
BENEFITS
Re-establish price integrity in the customer’s eyes.
Logical, consistent reason for getting a discount.
Reverse the trend of trade-down to lower rates (i.e., get travelers
back to paying the benchmark/corporate rate).
Allow a larger segment of rate-sensitive customers to buy the product.
Generation - Grow market share by appealing to new customers.
Share shift - Steal from the competitors.
Make it easier for reservation agents to sell.
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Revenue Cycle
MAXIMIZING REVENUE
PRICING
How we price
our product
INVENTORYALLOCATIO
N
What we put on the shelf
SELLINGSTRATEGY
How we sell
our product
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Any other ways to maximize Any other ways to maximize revenue ?revenue ?
Maximizing Revenue through SELLING STRATEGY
How do we sell our product?
•CIRCUMSTANC
E
•SEQUENCE
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Sell Strategy
Selling based on Circumstance– Weekday and Weekend or 7 days per week (based
on market conditions)– Holidays– Special Events
which may determine…. How to Sequence Rate presentations
– Menu Quote • Offers a set of rates to a customer.
– Assumed Sale
• One rate only, used for promotions or Holidays.
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Circumstances & SequencesCircumstances & Sequences
CIRCUMSTANCE
Low Demand
“Thanksgiving Week”
SEQUENCE
Menu QuoteHoliday/Other
Discounts
Also Available
Special Corp Rates
Concierge/Club &
Corporate
CIRCUMSTANCE
Normal Demand
“Typical Tuesday Sellout”
SEQUENCE
Menu Quote
Concierge/Club
Corporate
Also Available
Special Corp Rates
CIRCUMSTANCE
High Demand
“New Year’s Eve”
SEQUENCE
Assumed
Sale
Special Event Rate
Also Available
None
RATE STRUCTURE
Concierge/ Club $150
Corporate Benchmark $135
Special Event $195
Special Corp $120
Holiday/ Other Discounts $100
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Desire is to Focus on REVPARDesire is to Focus on REVPAR
REVPAR = Rate x Occupancy
Rate Occupancy
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How Does a Property Increase How Does a Property Increase REVPAR ?REVPAR ?
SAFEST
• Increase restrictions on lower rates
• Eliminate last room availability for Special Corporate accounts
• Eliminate non-producing Special Corporate accounts
MODERATE
• Close out lower rates on peak days
• Raise rates for smaller Special Corporate accounts
• Raise prices on discount rates
RISKIEST
• Raise the Corporate Rate
• Eliminate discount rates
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Revenue Cycle
MAXIMIZING REVENUE
PRICING
How we price
our product
INVENTORYALLOCATIO
N
What we put on the shelf
SELLINGSTRATEGY
How we sell
our product
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How Else Can Revenue Be How Else Can Revenue Be Maximized ?Maximized ?
Maximizing Revenue through INVENTORY ALLOCATION
How much is available at each price point?
YIELD MANAGEMENT PROCESS
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Forecasting DemandForecasting Demand
IF WE KNEW . . . .
WE COULD MAKE MUCH BETTER INVENTORY ALLOCATION DECISIONS
Who is coming?
When will they arrive?
How long will they stay?
How much will they pay?
When will they book?
How rate sensitive are they?
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Inventory Allocation - ToolsInventory Allocation - Tools
Uses past reservations and Additional Demand to forecast demand
Arrivals Forecast - forecasts transient arrivals by room and rate category and by length-of stay.
Optimizes transient revenue by determining which combination of customers will maximize revenue. Filters out low value reservations.
Provides specific restriction and authorization recommendations for each room/rate category for the next 90 days.
.
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Inventory Allocation - ToolsInventory Allocation - Tools
Numerous reports and graphs provide detailed information for analysis purposes.
Audits future Fidelio Inventory nightly to report situations that potentially could result in lost revenue). (System Control)
Alerts allow the user to set thresholds to highlight days that may need immediate attention.
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Key to a Successful Revenue Key to a Successful Revenue Management EffortManagement Effort
PEOPLE PROCESSESSYSTEMS
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Transient
DOS, Sales TeamRevenue Manager
GM
Group
Sales TeamDOS/RM
GM
Catering
Sales TeamDir. F&BDOS/RM
Catering Sales MgrsGM
The People – In the Past & TodayThe People – In the Past & Today
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The People – Today & In the The People – Today & In the FutureFuture
TOTAL HOTEL REVENUE MANAGEMENT
Revenue ManagementSales Strategy Team
Property Sales, Catering & Event Management
General Manager
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The People – The Difference?The People – The Difference?
• Teamwork• Communication/feedback
is continuous
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Total Hotel – The Functions
Director of Market Strategy
Revenue Analysis
Business EvaluationInventory Management
Property Sales & Event Management -Strategy & Implementation
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The ProcessesThe Processes
ANALYSISSTRATEGY CRITIQUE
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The ProcessesThe Processes
FUNCTION SPACE
GUEST ROOMS
REVENUEMANAGEMENT
REVENUEMANAGEMENT
SALESEVENT MANAGEMENTRESERVATION AGENTS
CUSTOMER
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RecapRecap...
Revenue Managemen
t is...
•Completion of the Revenue Cycle
•Proper pricing, inventory allocation , and selling strategy
•Driving RevPAR
•Risk Management
•Forecasting Demands
•Strategic Planning
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Thank You