洲际集团收益管理培训Revenue Room Guidelines.doc

Revenue Room Guidelines MULTI-LEVEL USE.hotels, city clusters, regions and Asia Pacific area PRINCIPLES FOR A COMMON WAY OF WORKING.a stimulus, not a definitive solution LEAD HOTELS IN PLACE AS SOON AS POSSIBLE. follow up focussed training OTHER HOTELS . quick fix, try and learn approach BEST PRACTISE THROUGHOUT THE YEARContentsSection 1The Revenue Room ConceptSection 2How to Set Up a Revenue Room Section 3Revenue InputsSection 4Revenue OutputsSection 5The way forwardSection 6Appendices:Customer JourneyRoutes to MarketSection 1The Revenue Room ConceptContents1. Objectives and measurement2. Critical success factors 3. What is the revenue room?4. Attendees5. How does the revenue room work?6. Guideline inputs7. Guideline outputs8. The customer journey9. Routes to market10. Revenue taps1. Objectives & MeasurementOBJECTIVES To provide an integrated, pro-active approach to managing all revenue streams To be the venue where people catch the Revenue BugMEASUREMENT Measured revenue increase Increase market share (RGI) Integrated and focused approach2. Critical Success Factors GM CHAMPION. lead by example and motivation PERMANENT HOME mission control PERMANENT WHITEBOARDS.forces team communication HOTEL CENTRE DEPARTMENT SPECIALISTS.take ownership of the inputs ATTENDEE OWNERSHIP.everyone takes ownership for their piece MEETINGS ALWAYS TAKE PLACE.attendees delegate full authority to representatives3. What is the Revenue Room? THE VENUE FOR REVENUE REVIEW AND ACTION WITH PERMANENT WHITEBOARDSo INPUTS.information to target actiono OUTPUTS.agreed actions and timings PERMANENT ROOM.always up to date PERMANENT PINBOARD.display competitor activity OPTIONAL MAP.competitors, business district, leisure attractions VENUE.for revenue discussion and action MISSION CONTROL4. The AttendeesRegular attendees of the Revenue Room Meeting are the departmental heads responsible for generating revenues. Roles may change or be combined in smaller hotels.GENERAL MANAGER In the chair (The Champion ofthe Revenue Room)REVENUE MANAGERResponsible for total revenue evaluation, actions and informationDOSResponsible for sales and marketing information and action OPERATIONS MANAGER/EAMSupport role to offer objective opinion. In GMs absence would chair meetingC&B SALES Responsible for revenue stream information and actionGROUPS MANAGERROOMS MANAGER/ FOMResponsible for revenue stream, information and actionResponsible for revenue stream, information and actionRESERVATIONS MANAGERResponsible for revenue stream, information and actionF&B MANAGERResponsible for food and beverage outlet revenue stream, information and actionAD HOC ATTENDEES can be invited e.g. Regional Sales, Global Sales and other in-house staff with particular projects to drive revenue5. How does the Revenue Room work? FOCUS ON TOTAL REVENUE ATTENDEES WITH REVENUE OWNERSHIP.understand and influence WHITEBOARDS AID COMMUNICATION.takes it away from paper and PC screens and information is collectively understood STANDARD APPROACH provides discipline and consistency in:-o Preparationo Speed and efficiencyo Focussed and targeted activityo Co-ordinating activity at regional and area levelo Sharing best practice GUIDELINE INPUTS AND OUTPUTS.what works for you? PRINCIPLES ARE FIXED6. Guidelines Inputs and OutputsStart with a review of the previous actions.What will the whiteboards and presentations/discussions cover?INPUTS An analysis of current business on the books versus forecast identifying peaks and troughsIndividual BusinessCorporateGroupsLeisure IndividualWholesaleINPUTS_ _ _ _ _OUTPUTSACTION WHO WHEN_ _ _ _ _INPUTS_ _ _ _ _OUTPUTSACTION WHO WHEN_ _ _ _ _INPUTS_ _ _ _ _OUTPUTSACTION WHO WHEN_ _ _ _ _INPUTS_ _ _ _ _OUTPUTSACTION WHO WHEN_ _ _ _ _INPUTS_ _ _ _ _OUTPUTSACTION WHO WHEN_ _ _ _ _OUTPUTS:Review the inputs and agree/update the outputs - then actionConference & BanquetingFood & BeverageFront DeskSales & MarketingCompetitorsINPUTS_ _ _ _ _OUTPUTSACTION WHO WHEN_ _ _ _ _INPUTS_ _ _ _ _OUTPUTSACTION WHO WHEN_ _ _ _ _INPUTS_ _ _ _ _OUTPUTSACTION WHO WHEN_ _ _ _ _INPUTS_ _ _ _ _OUTPUTSACTION WHO WHEN_ _ _ _ _INPUTS_ _ _ _ _OUTPUTSACTION WHO WHEN_ _ _ _ _“If you can measure it you can manage it” Close by clear actions. Use the updated boards for individual departments to visit the room and be updated on their actions.7. The Customer Journey see Appendix 1 IDENTIFIES DIRECT CONTACT POINTS.where the customer touches us CONTACT POINTS ARE REVENUE OPPORTUNITIES. retention and upsell COVERS MARKETING, SALES AND OPERATIONS UPSELLING AND REPEAT BUSINESS “USE THE REVENUE ROOM TO FOCUS SALES, MARKETING AND OPERATIONAL ACTIVITY”8. Routes to Market THE WAYS CUSTOMERS CAN REACH US.direct and indirect IDENTIFIES ACCESS POINTS TO KEY INFLUENCERS/ DECISION MAKERS:o Meeting Planners, Incentive Houses, Agents, Secretaries etc. IDENTIFIES CRITICAL PEOPLE WE DIRECTLY OR INDIRECTLY MANAGE.if we are to improve performance and increase market share DIFFERENT ROUTES HAVE DIFFERENT COSTS.maximise revenue/profit GDS.an example follows“USE THE REVENUE ROOM TO TARGET ACTIVITY AND MEASURE REVENUE PERFORMANCE IMPROVEMENTS”9. Revenue Taps Demand Generators Revenue Taps are the tools available to turn on a particular Route to Market or influence points along the Customer Journey Possibly hundreds of taps, focus on the most important Best practice guidelines will be developed as we go alongSection 2How to set up a Revenue RoomContents1. Location2. Physical attributes3. Attendees and weekly timing4. Preparation5. Revenue meetings are not yield meetings1. Location Choose a central quality location in the hotel - think of it as mission control It must have a permanent location It must have permanent whiteboards In smaller hotels it could be the GMs office - not ideal It could be the same room in which your daily meetings take place It should have a clear name on the door - The Revenue Room Take care that outside visitors do not see our approach and plans2. Physical Attributes3. Attendees and Weekly Timing Agree the attendees Agree the timing Agree Roles and Responsibilities- Each specialist to own their inputs, outputs and whiteboard for their respective areas- Each specialist owns their competitive review GM to lead with enthusiasm, focus and motivation4. Preparation No preparation = failure No action = failure Using paper = failure - use the whiteboards to focus Each departmental specialist to update their whiteboards prior to the meeting Each departmental specialist to prepare Quality Inputs to the revenue meeting to help focus and clarify understanding The more focussed the agenda of the revenue meeting the greater the quality of discussion and actions Remember: Quality Inputs = Quality Outputs5. Dont confuse the revenue meeting with the yield meetingThe two meetings are different but complimentary. The Revenue Meeting focuses on Total Revenue. The yield meeting focuses on Rev Par. Rooms pricing is a key input to the Revenue Meeting but it is not the only input.An overview of the difference between the two is explained below: Revenue MeetingYield Meeting All revenue segments Integrated approach Links with people outside the hotel Strategic in vision, tactical in content Targets stealing medium and long term market share Daily rate strategy Rooms and role focussed Review of segmentation Review of pick up Review of lead time Relevant market dataIt makes obvious sense to hold the Yield Meeting in the Revenue Room Section 3Revenue InputsContentsInputs overview1. Individual business2. Corporate3. Groups4. Leisure individual5. Wholesale6. Conference & banqueting7. Food & beverage8. Front desk9. Sales & marketing10. Competitor Inputs OverviewThe whiteboards are mandated by the segments but the inputs are dependent on your business Each whiteboard is owned by the Functional Specialist Use yield meeting/sales meetings and departmental analysis to provide input For Competitor Analysis action within the lawThe contents can vary but essentially will cover the following:Individual BusinessCorporateGroupsLeisureIndividualWholesale & GroupsOwner:Dept. SpecialistOwner:Dept. SpecialistOwner:Dept. SpecialistOwner:Dept. SpecialistOwner:Dept. Specialist Use what you have to start with. We will standardise later via a best practise approach Business on the books GDS/CRO production Turnaways Origin of business Weekly pick-up Business on the books Account production GDS/CRO production Turnaways Weekly pick-up Business on the books Account production Denied business New business Lead-in times Business on the books GDS/CRO/ Internet production Travel agent/tour operator production Promotions Country of origin Business on the books Materialisation Account production New accounts Denied business Conference & BanquetingFood & BeverageFront DeskSales & MarketingCompet-itorOwner:Dept. SpecialistOwner:Dept. SpecialistOwner:Dept. SpecialistOwner:Dept. SpecialistOwner:All Use what you have to start with. We will standardise later via a best practise approach Action within the law Business on the books Conversion Lead-in time Lost/denied New enquiries Sleeper/diner ratio Average cover spend bar/ restaurant Promotions Upsell/cross sell Cost analysis versus business on the books Cross sell/ upsell Walk-ins Upgrades No shows Service Delivery Sales plan Marketing plan Exhibition attendance Promotions & event calendar Sales & Marketing research Market share Rate strategy Demand Promotions Key accounts1. Individual BusinessThe following is designed to give an indication of what may be included on the whiteboards, or in discussion. Because of the format of the Demand Calendar and Business on the books these will probably be best presented on overhead:Business on the booksGDS/CRO ProductionTurnawaysOrigin of BusinessWeekly pick-up Are we gaining/losing versus last year Why? What is our future potential? Trends Up versus last year & YTD Analysis channel/ source/ country Are we competitive? Are we consistent between channels? How many? Why? When? Year on year comparison Growth markets Declining markets Trends Regional holidays/ events How much? Why? When? Trend?2. CorporateThe following is designed to give an indication of what may be included on the whiteboards, or in discussion. Business on the booksAccount ProductionGDS/CRO ProductionTurnawaysWeekly pick-up Are we gaining/losing versus last year Future potentialCompetitor movements and rates Trends Up versus last year & YTD Analysis channel/ source/ country Are we competitive? Are we consistent between channels? Up/down vs potential and why? Analysis Top 20 Analysis Top 5 New Corporate accounts Lost accounts Accounts penetration How many? Why? When? Trend How much? Why? When?3. GroupsThe following is designed to give an indication of what may be included on the whiteboards, or in discussion. Business on the booksAccount ProductionDenied BusinessNew BusinessLead-in Times Are we gaining/losing versus last year Future potential Trends Up versus last year & YTD Analysis channel/ source/ country Are we competitive? Are we consistent between channels? Trends Up/down vs potential and why? Agent product knowledge Position versus competition? Pricing versus competition? What is running currently & success What did & did not work previously? Cost versus return Targeting Budget available Yr. On yr. Comparison Growth markets Declining markets Rends Regional holidays/ events 4. Leisure IndividualThe following is designed to give an indication of what may be included on the whiteboards, or in discussion. Business on the booksGDS/CRO Internet ProductionTravel Agent/Tour Operator ProductionPromotionsCountry of Origin Are we gaining/losing versus last year Future potential Trends Up versus last year & YTD Analysis channel/ source/ country Are we competitive? Are we consistent between channels? Trends Up/down vs potential and why? Agent product knowledge Position versus competition? Pricing versus competition? What is running currently & success What did & did not work previously? Cost versus return Targeting Budget available Yr. On yr. Comparison Growth markets Declining markets Rends Regional holidays/ events 5. WholesaleThe following is designed to give an indication of what may be included on the whiteboards, or in discussion. Business on the booksMaterialisationAccount ProductionNew AccountsDenied Business Are we gaining/losing versus last year What is our future potential? Competitor rates & selling strategy Account trends Allotment take-up & wash Lead time Trends This year versus last year Top 5 accounts Trends Account potential Pricing & selling strategy Potential new feeder markets Number? Why? Reason? Lead-in time?6. Conference & BanquetingThe following is designed to give an indication of what may be included on the whiteboards, or in discussion. Business on the booksConversionLead-in TimeLost/DeniedNew Enquiries Are we gaining/losing versus last year What is our future potential? Competitor rates & selling strategy % versus last year Trends % converted agent versus direct Converted revenue vs. potential Conversion by sales agent How long by us last year How long by booking type By capacity Number? Value? Reason? Dates? Trends Number? Volume? Value? Action? When for?7. Food & BeverageThe following is designed to give an indication of what may be included on the whiteboards, or in discussion. Sleeper/Diner RatioAverage Cover Spend Bar/ RestaurantPromotionsUpsell/CrossSell Cost Analysis vs Business on the books Profitability of business on the books e.g. payroll % staff ratio food cost % breakfast % lunch % dinner Breakfast Lunch Dinner Bar Non-resident versus resident by market segment Number? Value? Reason? Dates? Trends Number? Volume? Value? Action? When for?8. Front DeskThe following is designed to give an indication of what may be included on the whiteboards, or in discussion. Cross Sell/UpsellWalk-insUpgradesNo Shows Service Delivery Room type Food & beverage Leisure Conference & banqueting Tours Incentives Trend Rates By market segment Why? When? At what rate? Incentive Why? When? Cancellation fee Overbooking Guaranteed policy Express check-in Express check-out Group check-in Bounce back Customer retention/ loyalty9. Sales & MarketingThe following is designed to give an indication of what may be included on the whiteboards, or in discussion. Sales PlanMarketing PlanExhibition & Attendance Promotions & Event CalendarSales & Marketing Research Target audience Business split Country & region split Relationship to Head Office Strategic Sales Path Target audiences Advertising Promotions Direct Mail Competitors PR Integrated business plan Audience Frequency Location Cost Conversion Potential Our plan versus demand & cost Competitors Target audience Proposition Segmentation Account planning Market planning New enquiries Account penetration10. Competitors The following is designed to give an indication of what may be included on the whiteboards, or in discussion. Market ShareRate StrategyDemandPromotionsKey Accounts MPI ARI RGI By segment & revenue stream By segment By season Tactical offers Strengths Weaknesses Opportunities Threats USPs By