Complete the grid below.
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Key Business Problem(s)
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One of
the key business problems related to revenue in a hotel is the pricing
strategy. Numbers of hotels would potential to experience this type of key
business problem which grounded by supply & demand, as well as internal
& external data. Internal data involves customer profiles, the price
rates, segmentation, and so on.
On the
other hand, the external data consists of some points of data such as the
price of competitor hotels, the weather data, along with the pattern of
booking in the hotel.
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Strategies
|
There are some hotel pricing
strategies to handle this problem such as mentioned below (O'Fallon
& Rutherford, 2010).
·
Cost-based
pricing
This
appears when the pricing of a hotel is determined by some financial reasons
such as equal profit further the entire costs related to product sales.
·
Customer-driven
pricing
This
strategy is basically a demand-driven intended for a service at a specific
time, in which demand is able to change quickly.
·
Value-based
pricing
This
strategy commenced before any investment, then some value would be delivered
to the customers.
·
Competition-driven
pricing
This
strategy happens if a hotel desires to attain a share of targeted market, and
then create a price of its services to attain this level.
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Steps
|
The
steps that need to be taken to practice the pricing strategies are (Ivanov,
2014):
·
Create the price strategically
Every single hotel should be careful in practicing its
pricing strategies with a purpose to boost up the customers’ volume. In
addition to this, a hotel should identify its main customers and maintain the
pricing integrity of those customers.
·
Provide more value consistently
It is the fact that most successful hotels deliver more
value consistently toward their customers, and those hotels also capable to
catch up the developed margins as an outcome.
·
Create and conduct a comprehensive
analysis of market pricing
Every single hotel should also create and conduct a
comprehensive analysis of market pricing. This could be done with viewing the
market that exists in the hotel markets, and the price of other hotel
competitors create for their services.
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Timeline
|
Identify a timeline for
implementation.
1.
What
will you (or your team) do in the next month?
In
next month, I will create a price strategically as the first step to handle
one of the key business problems that should be handled by the hotel.
2.
What
will you have completed over the next quarter?
Over
the next quarter, I would have to complete the entire steps that I have made in
the context of the pricing strategy in the hotel. This should be done due to
it would not only make the hotel success in tackle up the key business
problem but also will increase the revenue for the hotel as well.
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Measurement/Results
|
The
measurements of positive results from my strategies are such as:
·
An increasing number of customers,
both from the new customers and also the repeating customer of the hotel
·
An improved revenue for the hotel
achieved by the practices of all the steps in the pricing strategies
·
An increasing rank of the hotel
compare with before the pricing strategies created and performed by the hotel
·
An increasing numbers of booking
for events, meetings, or any other occasions that booked by the customers to
the hotel
·
The increasing profit of sales
monthly for the hotel which comes from the booking of rooms
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Notes
Module
1
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Make some
meetings and discussions from the relevant team to create proper pricing
strategies. The meetings and discussions will also plan and schedule the
timing of implementation for the pricing strategies to be conducted. Also,
make a plan in case the hotel should manage any training for the hotel staff
in the context of implementing the pricing strategies to its daily business
practices.
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Module
2
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Make sure that the entire staff
understand the pricing strategies that the hotel will conduct. Then the hotel
manager should monitor the daily practice of the pricing strategies to ensure
that the strategies along with the entire steps perform properly. If
necessary, then the hotel could give some relevant training for the relevant
hotel staff as well.
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Module
3
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Make further meetings and
discussions with a purpose to evaluate the processes, practices, and also the
progress of the pricing strategies’ implementation. These meetings and
discussions will also discuss further steps to improve if the progress of the
pricing strategies’ implementation is not positive. The reason is because the
hotel should make sure that the pricing strategies will give good progress
since it would handle one of the key business problems for the hotel to grow.
.
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Module
4
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Evaluate the internal and
external progress of the hotel. The internal progress such as the number of
customers, bookings, or reservations made to the hotel, to make sure that
those numbers are increasing. On the other hand, the external progress would
be like view the hotel position in the market to compare with other hotels
competitors. With doing an evaluation on both internal and external progress,
then the hotel would able to identify the practices, along with the
challenges that need to be handled as well. In other words, the hotel should
able to maintain from both internal and external business position to achieve
the main goals of pricing strategies.
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Module
5
|
Another recommendation for the
hotel to conduct is by getting review or feedback from both new customers and
also its repeating customers as well. This should be conducted by the staff
or manager with excellent customer service so that the customers could give
their feedback of the hotel honestly and accurately. In the context of
pricing strategies, the hotel staff or manager could ask the feedback of
customers about what they think about the price of rooms that the hotel made,
is it too expensive, or worth the value. With getting the feedback from its
customers, the hotel would able to know properly what the customers review,
not only for the pricing but also for its customer service as well.
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Reference of Hotel Revenue Management Action Plan
Ivanov,
S. (2014). Hotel Revenue Management: From Theory to Practice. Zangador.
O'Fallon, M. J., & Rutherford, D. G. (2010). Hotel
Management and Operations. John Wiley & Sons.