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A great deal has been written over the years about the viability of moving a hotel’s property-management system (PMS) to the cloud to take advantage of the latest technologies, but hoteliers need to realize that it’s not the only viable option. All platforms have advantages, including self-hosted, private cloud and on-premise solutions that leverage the latest mobile, contact free and web-based technologies. Independent operators can still enhance the digital guest experience, support personalized and mobile check-in, deploy contact free technologies, and secure hotel/guest data even if their PMS does not reside in the cloud. It should not be a question of “Cloud or On Premise?” but rather “Does the PMS solve your business objectives in both technology and service?”

Much has been written in the mainstream hospitality press about the challenges COVID-19 has presented to the industry. Hotels are in more pain than at any time in our memories. Because of the extensive media coverage, I won’t dwell on this topic further in what is primarily a technology column. But it’s the background for this week’s column, and so merits acknowledgement.

Are You All In?
Posted: 07/27/2020

Imagine everyone in your organization engaged, aligned, and performing to their potential. Imagine everyone playing “All In.”

Great organizations have synergy. Their culture allows them to play to a rhythm at a different tempo than the average organization. How do you get that at your organization?

Many front-line hospitality workers rely on tips for a significant part of their paychecks. If not for tips, many hotel associates who serve as waitstaff, bartenders, housekeepers, bell staff, concierges and pool attendants would soon be looking for other jobs. This is a regional issue: in most of Asia and Europe, staff get higher base pay, and tips are either not expected at all, or are truly discretionary. But in the U.S., Canada, Britain and other countries, tips are an important reality, and one that’s not likely to change anytime soon.

As somebody who’s helped to grow a company from 13 people to nearly a thousand, I know very well the excitement that comes with having a mindset focused entirely on growth. Every newly acquired customer, every new office and every milestone means the gap between you and your nearest competitor is that much bigger and that much harder to overtake.



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The Importance of Revenue Management at the Property Level

02/09/2015
by Sarah Jones

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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