2016年新锐科技项目征集中人气最高的10大项目脱颖而出，来自众荟的Revenue Plus项目跻身十大最受欢迎新锐科技项目榜单。
The shift in marketing moving from a cost center to a becoming a revenue generator is changing the role and skills necessary for the daily job function of a marketer.
Last year hotel industry raked in a record $2.35 billion from fees and surcharges alone, but that number is forecast to reach $2.47 billion by the end of 2015
Duetto delivers powerful insights on pricing and demand, helping members of the Leading Hotels of the World make informed distribution choices and independently yield all segments.
A next-generation PMS is designed to reduce costs through increased efficiency, generate business insights through better analytical reporting to increase RevPAR and overall profitability.
With data, RMS analytics generated billions of forecasts used for further optimisation, subsequently producing billions of pricing, availability and overbooking decisions.
There are major differences between mobile apps and WeChat, especially in terms of relatively lower-cost, targeted marketing campaigns that a hotel group can run through its own platform.
Wyndham Hotel Group today announced plans to deploy a new, automated, Software-as-a-Service, revenue management system from Infor across more than 4,500 of its franchised hotels.
Most hotels think that a revenue manager is just there to manage their availability on different channels.
Revenue managers should rethink traditional best practices in response to changes in the dynamic hotel industry, according to panelists
The relatively new but firmly established hotel sector discipline of revenue management is more than ever at the forefront of building profitability.
The price range can vary by 10.00 – 30.00 depending on position. The manager now must decide where to position the properties rate for that given time.
Assuming a least some level of OTA brand bidding, what steps can you take to win back revenue?
It is a question that is very much on the travel industry’s lips and while few will dispute that rate parity as it stands today is flawed, improving the way it can best serve various stakeholders is not straightforward.
When I dream, here’s what I imagine the hotel industry will be like in the future.
In today"s economy it is imperative that the revenue managers are well aware of the highly competitive arena that exist within the industry.
A one-point increase in a hotel’s 100-point Global Review IndexTM (GRI), for example, leads up to a 0.89% increase in price (ADR), a 0.54% increase in occupancy, and a 1.42% increase in revenue per available room (RevPAR).
Accor’s revenue growth for the third quarter of 2012 was 1.3% on a like-for-like basis, down from 3.6% during the first half of this year.
Accor’s projected revenue for 2012 is between €510 million (US$639 million) and €530 million (US$664 million), less than market forecasts of €533 million (US$668) according to Thomson Reuters I/B/E/S.
At the HSMAI Revenue Optimization Conference, held in June in Baltimore, conference speakers predicted that the distribution landscape will shift dramatically and that revenue managers’ focus on RevPAR will be superseded by total revenue and profitability.
Since the 2008-2009 downturn, most hoteliers have resisted adding staff to all departments, including reservations, looking at alternate ways to meet business needs.
Accor, Courcouronnes, France, reported that its revenue for the first half of 2012 was up 3.6% year-on-year on a like-for-like basis.
For too long revenue managers have focused on optimizing rooms revenue instead of total guest spend, which might include golf, spa or food and beverage, said Bonnie Buckhiester, president of Buckhiester Management.
To sum up, savvy revenue managers will agree that pricing in the hospitality industry depends on three factors, costs, demand and supply levels as well as the value of the organization’s products and services.
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