香格里拉酒店集团的收入管理格里拉酒店集团的收入管理香格里拉酒店集团的收入管理香格里拉酒店集团的收入管理.pptVIP

* * * * * Business Hotel Arrival Pattern  No restrictions Revenue Generated: US$44,800 for a 100 rooms hotel ATR: US$100 OCC: 64% 20 group rooms On Wed Same Business Hotel, but Minimum Length of Stay 2 nights on Wednesday Revenue Generated: US$46,200 for a 100 rooms hotel ATR: US$100 OCC: 66% 20 group rooms On Wed Same Business Hotel, but  Different Minimum Length of Stay restrictions for different rate programs on Mon, Tue and Wed Revenue Generated: US$52,360 for a 100 rooms hotel ADR: US$110 OCC: 68% 20 group rooms On Wed Pricing Crucial component in the Revenue Management Cycle 95% flows to the bottom line (Source: Defining Revenue Management – Top Line to Bottom Line) A dynamic process Clear and simple Pricing integrity Pricing Philosophy for Shangri-La Hotels and Resorts Introduced in mid August 2008 for all properties 3 different pricing concepts: Seasonal Pricing Tier Pricing D-BAR (Dynamic Best Available Rate) Seasonal Pricing Introduced in resorts with distinctive seasonal demand patterns; and selective city hotels which market is comparatively less volatile A single rate can be set up per season which needs to be pre-defined (low, shoulder, high) Additional rate to be created for high demand Special Events period 4 sets of rates (for Select Value Rate) are allowed Tier Pricing Introduced in selective city hotels which market is dynamic, but not ready to activate IDeaS BAR Module 3 tiers of rates can be set up per season which needs to be pre-defined (low, shoulder, high) Additional rate tier to be created for high demand Special Events period Application of the actual rate tier (for Select Value Rate) is based on the forecasted occupancy for the arrival day Tier Pricing – Situation 1 Tier 1 0 - 70.9% Tier 2 71 - 89.9% Tier 3 90 - 100% What if? Mon 75% Tue 65% Wed 95% Which tier do you apply for Mon 3-night request? Tier Pricing – Situation 2 Tier 1 0 - 70.9% Tier 2 71 - 89.9% Tier 3 90 - 1