酒店管理收益__收益管理——酒店收益管理政策每周收益会议2021

1、酒店治理收益收益治理酒店收益治理政策每周收益会议每周收益会议制度theweeklyyieldmeetingisthemandatoryformforinformation exchangesanddecisionsonrevenueoptimizationopportunitiesand revenuemanagementrelatedtopicsofthehotel.the meetingshave predefinedtopics,requestedparticipantsandaformalizedagenda, coveringthe following points: marketp

2、lace information, competition information, property information and selling strategies.必需举办每周收益会议， 就收益优化机会和与酒店收益治理有关的话题进行信息沟通并做出打算； 此类会议有预先设定的主题， 要求与会人员以及正式议程， 包括以下要点：市场信息、竞争对手信息、酒店信息和销售策略；frequency频率hrm:weekly: - lead a 60 minutes yield meeting with the general manager andteams2.30hours:60 minutesp

3、reparation/ 60minutesmeeting/ 30 minutes memo每周一次：召集总经理及各个部门参与为时60 分钟的收益会议（ 2 小时 30分钟： 60 分钟预备 /60 分钟会议 /30 分钟记录）6叶予舜二一五年十一月十六日星期一weekly: - lead a 60 minutes yield meeting with the general manager andteams2hours:60minutespreparation/30minutesconfcall/30 minutes memo每周一次： 召集总经理及各个部门参与为时 60 分钟的收益会议（2

4、小时：60分钟预备 /30分钟会议 /30 分钟记录）程序目的theyieldmeetingsaredesignedtoreviewallimportantrevenue management topics systematically, in ordertoinformthehotelmanagementandinvolveallmembersofthe management who have impact on the revenue results of the hotel.收益会议旨在系统地回忆各个重要的收益治理主题，以便为酒店的治理人员供应信息，使使酒店收益结果有影响的全部治理人员都

5、参与其中；procedure程序.theparticipantsofthemeetingshouldprepareallthenecessary reports and documents for the meetings the form and content of thereports and the person in charge are defined by the hotels:与会者应针对会议编制全部必要的报告和文件 （由酒店确定报告的格式与内容以及负责人）：- general economic climate总体经济形势- market place activity,市场活动

6、- city/resort information,城市/ 度假地信息- competition rate information,竞争对手价格信息- group business for next 90 days将来 90 天的团体预订- demand forecast for next 90 days将来 90 天的客房需求量猜测- denials analysis预订拒绝分析- pick up trends预订接受情形趋势- reservation call statistics预订电话统计- promotions促销- rate and stay controls currently

7、in place目前适当的房价与入住时间长短掌握- critical high and low demand outside the 90 days period90 天以外特殊高和低的需求阶段- new business, trends新业务、新趋势- price positioning rate strategies,价格定位（价格策略）；- volume and stay controls,数量与入住时间长短掌握，- distribution strategies分销策略- event analysis for the next 365 days将来 365 天活动分析- other m

8、onthly / quarterly / semi-annually reviews其他的月度 / 季度/ 半年度回忆.a suggested framework for reporting follows:建议的报告框架如下：- gm: macro economic situation, market place information总经理：宏观经济形势、市场信息- revenue manager: figures, forecast, competitor activity收益经理：数据、猜测、竞争对手的活动- directorofsales: clientfeedback,market

9、information,competitor information销售总监：客户反馈看法、市场信息、竞争对手的信息- reservationmanager:priceresistance;phoneactivity;conversion rates预订部经理：价格异议；电话预订情形；兑换率- front office manager: in house guest feedback; up selling results前厅部经理：住店客人看法反馈；增销结果- financial controller: budget and economic situation of the hotel财务

10、总监：酒店预算和经济形势- executiveassistantmanagerorequivalent:contributesasper specific hotel requirements.- 行政助理经理（或同等级别的人员）：符合酒店详细要求做出的奉献；- conference & catering manager: conference quotes, price resistance, competitor information, conversion rates会议与宴会经理：会议报价、价格异议、竞争对手信息、兑换率- food & beverage manager: outle

11、t revenue strategies and tactics餐饮部经理：餐厅收益策略与手段.the last three managers should participate to the meetings if there are specific topics that concern them.最终三位经理也需要参与会议，假如特定的主题与他们有关；.any change in pricing and planning decided within the meetingmust be acted in tars, pms, rms and distribution channels within24hrs of the meeting.假如在会议上打算对价格和规划做出更换，必需在会后24 小时内在tars，酒店治理系统和收益治理系统和分销渠道内做出处理；.thismeetingcanbeafacetoface.if