pmi - total dynamic performance management for hospitality industry
DESCRIPTION
A New Perspective to Performance Management: PMI™ Revenue & Productivity (R&P) PMI R&P empowers people and organizations to work together more efficiently to perform at their best. With a new perspective, decision makers manage future outcomes and improve performance. PMI R&P provides the tools that empower hotels to allocate resources more efficiently and profitably: - Rolling Forecast for all departments - Food Cost Containment - Integrated Employee Scheduling - Labor Efficiency Management - Collaboration, Coaching and Alerts - Enterprise Consolidation and Performance Benchmarking With all departments working towards a common performance goal, R&P streamlines processes and helps uncover new sources of profit by: - Moving from deadline-driven reporting to online collaboration - Increasing forecast accuracy with real-time updates of business on the books - Adapting food purchases to eliminate F&B under-supply or waste - Aligning labor schedules with shifts in demand - Ensuring disciplined focus on performance as a business strategyTRANSCRIPT
ENABLEMENT PERFORMANCE
How to Leverage Current Revenue Management Practice
for Meaningful Bottom-line Impact
d2o
INTRODUCES
WHAT IS THE JOB
OUR CUSTOMERS
‘HIRE’ PMI TO DO?
TO GET ALIGNMENT
BETWEEN GOAL, PLANNING
AND EXECUTION
TO REDUCE WASTE.
Connecting | Aligning | Collaborating
Real Time
HOW?
Rooms
Forecasting
(RM Work)
F&B
Forecasting
Staffing
Exec. Chef
Food Cost
Staffing
Housekeeping
Staffing
Spa
Forecasting
Staffing
S&C
Forecasting
Staffing
Before After less 90 days
Labor Overscheduling
Waste -$5,500 Labor Productivity
Gain +34%
CASE STUDY*
RECENT PMI IMPLEMENTATION *Front of the house in the main restaurant, and the hotel has 14 departments in total.
BOTTOM-LINE
IMPACT
GREATER THAN
500% ROI
POST 12 MONTHS Average financial gain of our customer portfolio
This is The Peabody Orlando’s story…
General Manager Barb Bowden’s original objective was to find a better
way to manage staff and more specifically payroll expenses. Additionally, she saw the
need to adjust these expenses to align to a daily fluctuating demand. When she was
introduced to PMI by d2o, she saw a Performance Management tool that integrated
scheduling, forecasting and budgeting in a dynamic demand environment.
“Each Department Manager becomes a Business Manager
with PMI – they take a proactive role to review and then initiate
actions to manage results. The hotel is still developing a change
management culture – a new mindset that creates more efficient
ways of doing things. That is my goal: how can we do things
more efficiently.
- Barb Bowden, General Manager
The Peabody Orlando
THANK YOU
FOR YOUR
TIME.
Schedule a Live Online
Demo Today (click here)
www.d2o.biz
APPENDIX
d2o Official Website
www.d2o.biz
d2o Company Page
News, Research Papers and Articles
http://www.linkedin.com/company/d2o
CEO’s Twitter Profile
Thought Leadership & Innovation
http://www.linkedin.com/company/d2o
FEATURED
ARTICLES
A Scientific Approach for Effectively Cleaning Hotel Rooms
Rolling Forecasts: How to manage future performance,
not just predict it
Revenue Management – a necessary evil,
but not sufficient for delivering profitably