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Think about the moment when you first enter your hotel room. Look around: Does the room tell you anything unique about the hotel where you are staying? Or is it all beige walls and double beds with white covers, and you have to walk back outside and look at the sign on the hotel’s facade to even remember where you are?

Hotel guests commonly bring multiple devices with them during their stay. However, many hotel environments don’t provide easy access to charging outlets. This situation can lead to a guest feeling more than inconvenienced. A recent survey found almost 90 percent of people "felt panic" when their phone battery dropped to 20 percent or below.

Spam is one of the major problems that most hotel website owners face on regular basis. It is a bad practice used by spammers to persuade the page rank of a site.

GBTA recently partnered with AccorHotels to conduct a study investigating the role of loyalty in managed travel programs in Europe with the goal of understanding how loyalty programs currently fit within company travel policy and what opportunities may exist in the future.

People today expect to be connected always and everywhere; sometimes it’s hard to believe that there was a world before smartphones and Wi-Fi. In the time since Wi-Fi became ubiquitous in hotels, apartments, and public spaces, it has fueled the evolution of connectivity in a lot of ways. Just like Maslow’s hierarchy of needs, the most basic needs start at the bottom, and you can’t get to the next level without a strong foundation. 



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The Importance of Revenue Management at the Property Level

02/09/2015

The revenue management culture in a hotel is best built on exceptional interdepartmental communication. The revenue department’s drive and ownership of the message is key for the property’s revenue influencers to be well informed and make good decisions. 
 
The revenue strategy and subsequent results must be reiterated to all departments regularly – in numerical, graphical, verbal and demonstrative fashions – in whatever medium the audience will best receive and retain it. As market conditions change or the returns are not optimal, it becomes even more important to circle back and highlight a shift in strategy.  
 
Sales teams especially need to be cognizant of key need (or non-need) dates and ‘easy wins’ when evaluating opportunities to maximize their efforts. A low rate may not be so great when it comes over peak periods that would fill anyway – however the same low rate on a shoulder date can create a real 'win' for the hotel and client alike. The selling teams must have tools available to quickly qualify their leads and make good revenue decisions with confidence. 

In addition to layering in the bedroom sales, revenue opportunities continue at all points of guest interaction once they arrive at the hotel.  The front line staff should be armed with verbiage and items to upsell. These incremental sales are more than revenue but also the ability to enhance the guest experience – which they will hopefully share with friends and social media. 

Sophisticated revenue management systems, displacement tools and simple demand charts can each be used to demonstrate the impact of specific revenue opportunities or decisions. Broken down into familiar scenarios, each hotel department can clearly see the part they play in the property’s financial success – either closing a $25 room upgrade or a million dollar airline contract.  

As more revenue departments are now offsite covering multiple hotels, these discussions of ideas and strategies are more important than ever. The ‘hallway chats’ are now replaced with conference calls, instant messenger, text, email and a combination of many other methods. Whichever medium used, the aligning (and realigning) of successful strategies is the objective.  Effective revenue management deployment in the hotel always comes back to communication – with guests, clients, and most importantly, amongst colleagues. 

About The Author
Sarah Jones
Director of Revenue Management Services & Special Projects
Sceptre Hospitality Resources


Sarah Jones is the director of revenue management services and special projects for Sceptre Hospitality Resources (SHR).

 
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