洲際集團(tuán)收益管理培訓(xùn)revenueroomguidelines-文庫(kù)吧資料
2025-08-14 14:06本頁(yè)面
【正文】 Leadin Times How much? When? How many? Lost accounts Analysis Top 5 Up/down vs potential and why? Are we petitive? YTD Trends Are we gaining/losing versus last year When? How much? Trends Growth markets When? How many? Are we petitive? YTD Trends Why? 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 pickup Demand Market share Sales amp。 Promotions amp。 Marketing plan Service Delivery Upgrades Cross sell/ upsell Upsell/cross sell Average cover spend bar/ restaurant New enquiries Leadin time Business on the books BeverageFront DeskSales amp。 Denied business Conference amp。 Account production Business on the books Promotions GDS/CRO/ Internet production Leadin times Denied business Business on the books Turnaways Account production Weekly pickup Turnaways Business on the books For ‘Competitor Analysis’ action within the lawThe contents can vary but essentially will cover the following:Individual BusinessCorporateGroupsLeisureIndividualWholesale amp。 Each whiteboard is owned by the Functional Specialist beverage8. Front desk9. Sales amp。 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 amp。 Review of pick up Rooms and role focussed Targets stealing medium and long term market share Links with people outside the hotel All revenue segments The more focussed the agenda of the revenue meeting the greater the quality of discussion and actions Each departmental specialist to update ‘their’ whiteboards prior to the meeting No action = failure GM to lead with enthusiasm, focus and motivation 4. Preparation Agree the timing Take care that outside visitors do not see our approach and plans 2. Physical Attributes 3. Attendees and Weekly Timing It could be the same room in which your daily meetings take place It must have permanent whiteboards Choose a central quality location in the hotel think of it as ‘mission control’ Possibly hundreds of taps, focus on the most important GDS....an example follows“USE THE REVENUE ROOM TO TARGET ACTIVITY AND MEASURE REVENUE PERFORMANCE IMPROVEMENTS”9. Revenue Taps – Demand Generators IDENTIFIES CRITICAL PEOPLE WE DIRECTLY OR INDIRECTLY MANAGE....if we are to improve performance and increase market share THE WAYS CUSTOMERS CAN REACH US....direct and indirect COVERS MARKETING, SALES AND OPERATIONS IDENTIFIES DIRECT CONTACT POINTS....where the customer touches us BeverageFront DeskSales amp。 PRINCIPLES ARE FIXED 6. 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 amp。 STANDARD APPROACH – provides discipline and consistency in:o Preparationo Speed and efficiencyo Focussed and targeted activityo Coordinating activity at regional and area level
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