Bài thuyết trình: Hotel revenue management (Quản trị khách sạn)

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Bài thuyết trình: Hotel revenue management (Quản trị khách sạn) hướng đến trình bày các vấn đề cơ bản về peak period revenue opportunities; communication; market segmentation; opaque pricing; performance measurement. Hy vọng tài liệu là nguồn thông tin hữu ích cho quá trình học tập và nghiên cứu của các bạn.

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TỔ CHỨC KHAI THÁC HÀNG KHÔNG 1 GVHD: Nguyễn Nam Thanh Thực hiện: Nhóm 6
HOTEL REVENUE MANAGEMENT 1/ Introduction 2/ Peak period revenue opportunities 3/ Communication 4/ Market segmentation 5/ Opaque pricing 6/ Performance measurement
INTRODUCTION Veritec Lodge A hotel with 300 rooms. An annual occupancy percentage of 65%.
Table 13.1 Impacts of increasing occupancy percentage Increase Increase in Incremental occupancy room revenue gain percentage from nights (%) 65% to: 65.1% 109 0.15 65.5% 548 0.75 66% 1095 1.5
Table 13.2 : Impacts of increasing occupancy percentage Annual Annual Incremental Annual net Incremental occupancy revenue revenue gain revenue gain in (%) ($ million) (%) ($000) profits (%) 65 8.90 n.a 445 n.a 65.1 8.91 0.15 456 2.5 65.5 8.97 0.77 500 12.3 66 9.03 1.5 554 24.6
How can a hotel achieve these gains? 5 opportunity areas
Improved pricing and demand management during peak demand periods
Communications: among hotel staf and with prospective customers
Market segmentation
Opaque pricing
Performance measurement
Pricing and revenue management 3 objectives
Stop demand  Using forecasts of future room supply  Demand at alternative price levels
Steer An effective pricing program
Stimulate Stimulate additional demand by promotional prices
Table 13.3 Comparison of impacts from LOS controls versus increasing price
In this scenario, not all of the hotel rooms are occupied on Wednesday night, reflecting the uncertainty associated with holding back rooms for longer stay reservation requests. In actual implementation of LOS controls, some hotels have claimed revenue increases of 810 percent or even more when compared to increasing rates on peak nights (Aeronomics, 1992).
Accepting reservation requests beyond hoteL capacity. Although not strictly an element of pricing, another component of a successful pricing program is determining how many reservation requests to accept beyond the hotel’s capacity. As the number of future cancellations and noshows are not known with certainty, this reflects the level of risk the hotel is willing to take to ensure that every room is occupied on a soldout night.
Unoccupied rooms on a soldout night are termed spoiled rooms. These are rooms that could have been sold but are not, because the hotel decided to stop taking reservations, effectively turning away demand in advance of the checkin date. Unoccupied rooms on dates that are not sold out are not spoiled rooms, as there was insufficient demand to fill them. Spoilage can be measured as a percentage of available rooms or as an absolute number.
Many hoteliers take a conservative approach to managing spoilage. That is, they are cautious about the number of bookings taken in excess of the hotel’s capacity. They are willing to let a few rooms go empty on a soldout night in order to avoid the situation where guests with reservations show up to checkin, but the hotel does not have rooms to accommodate them.