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Brad Andrews
Cesar Ritz Colleges Switzerland
 Marketing


    Product – Room Categories

    Place – Distribution Channels

    Price – Rate Management / Rate Manipulation
 Oversell   lower categories

 Upsell   potential

 Upselling
    Value – Double upsell
    Bundling – upsell menu
    Upsell signage
 Alternative       Distribution Channels

    Opaque Model

        Descriptive – Top Secret

        Feature – Hotwire

        Bidding - Priceline
CORPORATE                HOTEL
• Strategy Development   Execution
• 3-5 year plans         Hotel RM Strategy
• System Selection       1-year planning
• Tool Development       Pricing
• Job Descriptions
• Standards
• Direction
• Auditing
                                2010 / 2011 Accor Hotels
• Pricing Strategy              2012 Kempinski Hotels




                                              5
1.    Don’t panic!
2.    Comprehensive scan of market
3.    Utilise recent history
4.    Analyse segment behaviour
5.    Don’t panic!
6.    Review your pricing strategy
7.    Ensure price integrity
8.    Consider price decreases carefully
9.    Learn with your systems and tools
10.   Don’t panic!
               1.   Accor Hotels - 2010


                                           6
 Segments
 Lead times
 Cancellations/ group wash
 Pace/pick-up
 Status changes
OPPORTUNITIES            CONCERNS

•   Non-Rooms Models &   Data   Input
    Standards            Discipline Acceptance
•   Business Managers    Skills
•   Improved Systems     Lack of candidates
•   Education            Risk-taking culture
•   Industry Standards

                                    2012 Accor Hotels




                                                    8
•   Improved acceptance & importance

•   Hierarchy improvements

•   Automatization – RMS

•   Strategy from RM, not GM

•   Total Revenue

•   Complexity & volatility of business

                                          9
 Key     conflict

    Front Office / Housekeeping

        Issue – Check-in / Check-out times benefit

        Result – Director or Rooms Division
 Key   Conflict
    Reservations Manager / Director of Sales and
     Marketing

    Issue - Group / Transient Rooms

    Primary result – RM to Sales and Marketing

    Secondary result – RM moved to separate
     department – Contract approval
GM



         Director of
          Revenue


                                 Food &
                 Front Office
Sales Manager                   Beverage
                   Manager
                                Manager
 Shipboard    Marketing Officer

    Responsible for generating revenue in line
     operated and outsourced outlets

    Offering adapted to passengers onboard each
     sailing.

    Timing and location of all events and activities
     onboard

    Dedicated outlets or outlet hours for VIP or single
     segment
 Lobby      Friend

    Tryp New York City – Times Square South

    Temporary Social Network

    Revenue Opportunities
        Push Technology
        Social interaction – increased revenue in outlets
        Guest movement through revenue centers
THANK YOU

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Maximize your revenue and win your market, Brad Andrews

  • 1. Brad Andrews Cesar Ritz Colleges Switzerland
  • 2.  Marketing  Product – Room Categories  Place – Distribution Channels  Price – Rate Management / Rate Manipulation
  • 3.  Oversell lower categories  Upsell potential  Upselling  Value – Double upsell  Bundling – upsell menu  Upsell signage
  • 4.  Alternative Distribution Channels  Opaque Model  Descriptive – Top Secret  Feature – Hotwire  Bidding - Priceline
  • 5. CORPORATE HOTEL • Strategy Development Execution • 3-5 year plans Hotel RM Strategy • System Selection 1-year planning • Tool Development Pricing • Job Descriptions • Standards • Direction • Auditing  2010 / 2011 Accor Hotels • Pricing Strategy  2012 Kempinski Hotels 5
  • 6. 1. Don’t panic! 2. Comprehensive scan of market 3. Utilise recent history 4. Analyse segment behaviour 5. Don’t panic! 6. Review your pricing strategy 7. Ensure price integrity 8. Consider price decreases carefully 9. Learn with your systems and tools 10. Don’t panic! 1. Accor Hotels - 2010 6
  • 7.  Segments  Lead times  Cancellations/ group wash  Pace/pick-up  Status changes
  • 8. OPPORTUNITIES CONCERNS • Non-Rooms Models & Data Input Standards Discipline Acceptance • Business Managers Skills • Improved Systems Lack of candidates • Education Risk-taking culture • Industry Standards  2012 Accor Hotels 8
  • 9. Improved acceptance & importance • Hierarchy improvements • Automatization – RMS • Strategy from RM, not GM • Total Revenue • Complexity & volatility of business 9
  • 10.  Key conflict  Front Office / Housekeeping  Issue – Check-in / Check-out times benefit  Result – Director or Rooms Division
  • 11.  Key Conflict  Reservations Manager / Director of Sales and Marketing  Issue - Group / Transient Rooms  Primary result – RM to Sales and Marketing  Secondary result – RM moved to separate department – Contract approval
  • 12. GM Director of Revenue Food & Front Office Sales Manager Beverage Manager Manager
  • 13.  Shipboard Marketing Officer  Responsible for generating revenue in line operated and outsourced outlets  Offering adapted to passengers onboard each sailing.  Timing and location of all events and activities onboard  Dedicated outlets or outlet hours for VIP or single segment
  • 14.  Lobby Friend  Tryp New York City – Times Square South  Temporary Social Network  Revenue Opportunities  Push Technology  Social interaction – increased revenue in outlets  Guest movement through revenue centers