|By Doug Kennedy , June 2006
How interesting it has been for seasoned hospitality executives to witness firsthand the emergence of the profession of Revenue Management, and simultaneously, the significant improvements in RevPar our industry has achieved these last twenty or so years. Yet as far as we have come as an industry, most RM visionaries agree that we have so far actualized only a small percentage of industry’s potential benefit. Despite an up market, there is still far too much money being left on the table by hotels that have failed to actualize their revenue optimization potential.
While it is true that overall most hotels now do a good job at yielding their transient market segments and are increasingly aware of the costs of distribution according to channel, not enough are:
At the other extreme, you have other hotels and hotel companies that still believe that Revenue Management is nothing more the new title of their old reservations manager, who is now in charge of managing electronic distribution channels since reservations was outsourced. Why this discrepancy? How is it that some company cultures have evolved while others have been stuck in their past ways?
It’s been said that RM is both an art and science, but perhaps we should say RM is mostly about political science. In today’s industry environment, most financially successful hotels have the necessary technology to forecast demand, manage their inventory, and adjust to changing trends in the market as they are emerging. Those that don’t no longer have an excuse, as there is a wide variety of supplier/partners who are marketing systems of all levels of sophistication, according to the property’s needs and budgetary constraints.
No, it’s not the systems that are holding so many hotels back from succeeding, but rather the people and their corporate politics. It’s the Director of Sales who stands up at the end of the RM meeting and says “yeah, but I still think we should take them because it’s a sure thing” after the transient displacement report and banquet-room demand forecast both indicate the dates are peak demand. It’s the general manager who sits atop an org-chart where the RM is an assistant/supervisor level staff member. It’s the Vice President of Operations who still thinks that RM is a person rather than a core hotel management function crossing all disciplines within his or her company. It’s the owner/investor who doesn’t see the need to pay for the comp-set pricing reports on the market these days and says “Why can’t they just check the web and call around themselves?”
To remove these barriers we first of all need capable Revenue Management professionals who possess the analytical skills necessary to collect and evaluate the myriad of reports and data resources and to make sound RM decisions, which are already highly coveted skill-sets in the labor market. But we also need RM professionals who are able to bring more than the numbers to the revenue meeting and can convincingly present their paradigm and convince others of its validity.
So how can we help our revenue management professionals prepare themselves for dealing with the political side of revenue management? Here are some suggestions:
By supporting your DORM and giving them the tools they need to succeed, you’ll not only by winning at the politics of Revenue Management, but you’ll also make sure that your hotel has the right numbers when the “results are in.”
|Also See:||Hotel Sales “Steps” and “Processes” Are Out; Today’s Inquiry Caller’s Want A Personalized Sales Experience / Doug Kennedy / June 2006|
|HSMAI’S Revenue Management Special Interest Group Makes Huge Strides in Start-up Year / August 2005|