Revenue Management "Optimizing Pricing Strat... / ID: 952559

6,49 € В корзину

Добавить в список желаний

В списке желаний

Хочешь дешевле?

Идентификатор:952559

Автор: martag (5)

Оценка:

Опубликованно: 16.02.2009.

Язык: Английский

Уровень: Университет

Литературный список: Нет

Ссылки: Не использованы

Увеличить просмотр

Содержание

Nr.	Название главы	Стр.
	Introduction	04
	Client No 1	05
1.	Introduction to the facts	05
2.	Charts with the figures	07
2.1.	Guest mix and temporary occupancy	07
2.2.	Available rooms to be sold	08
2.3.	Temporary occupancy percentage	08
2.4.	Revenue overview	09
2.5.	Revenue per available room (RevPAR)	09
2.6.	Yield statistic	10
2.7.	Summary	10
3.	Development	11
3.1.	Strategies and tactics	11
3.1.1.	Change rack rate	11
3.1.2.	Establish new room rates	11
3.1.3.	Tighten guarantee and cancellation policies	12
3.1.4.	Minimum length of stay	13
3.1.5.	Create packages	13
3.2.	Distribution channels	14
3.3.	Contingency plan	14
3.4.	Summary	15
4.	Conclusions	16
	Client No 2	17
1.	Introduction to the facts	17
2.	Charts with the figures	21
2.1.	Rooms Sold	21
2.2.	Occupancy percentage	21
2.3.	Total revenue and rooms revenue	22
2.4.	Revenue per guest	23
2.5.	Revenue by market segment	23
2.6.	Revenue per room by market segment	26
2.7.	Rooms and reservations statistics	28
3.	Development	31
3.1.	Revenue per Available Room (RevPAR)	31
3.2.	Potential Average Single Rate	32
3.3.	Potential Average Double Rate	32
3.4.	Multiple Occupancy Percentage	32
3.5.	Rate Spread	33
3.6.	Potential Average Rate	34
3.7.	Room Rate Achievement Factor	35
3.8.	Yield Statistic	35
4.	Analysis Presentation	37
4.1.	Development of market mix	37
4.2.	Development of pricing strategies	37
4.3.	Development of using yield management	38
5.	Newly Proposed Daily Report	39
6.	Conclusions	41

Фрагмент работы

3.1.2. Establish new room rates
Why?
- Variety in room rates will help to choose right rate for each type of customer at the right time, which will make impact on revenue.
Establishing new rates and varying with them should be very careful. Discounts should not be left open when high demand will fill rooms at rack rates. At the same time offering only rack rates may not be desirable when demand is low.
Hotel has its rack rate which becomes discounted in low demand periods. If hotel will develop its rate structure, there will be a higher control about all rates they have. Of course there will be the rack rate as it is in all hotels (145 € in high demand and 95 € in low demand).
They should also create a special group rate, for example 115 € in high demand and 80 € in low demand. Hotel did a mistake when they accept reservation for low demand price when actually there will be high demand days at this time.
The same should be done by repeat business rates. Hotel should have one rate for high demand and one for low. In this case for example it would be 125 € for high demand period and 85 € for valley months. As we already know that the week of Doctor Convention will be high demand period, should be sold at 125 € even normally January is valley month. There is still discounted rate for repeat business travelers which should keep this business for future as well.
Hotel could also offer package plan rate. Many people attract one price for more products. As this hotel has restaurant, they should use it by offering special package by including Food & Beverage outlets. There could be one special price 185 € in high demand period and 135 € for low demand period. For the hotel it will be very preferable, because there is guarantee that guest will use hotel`s Food and Beverage outlets.
3.1.3. Tighten guarantee and cancellation policies
Why?
- All non-guaranteed reservations will be cancelled in advance and therefore more available rooms could be sold at higher price.
- It will avoid no-shows.
After all is done so far it is necessary to eliminate 6 p.m. holds.
…