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Sobre Revenue Management. y 3

enero 27, 2011 Deja un comentario

Bueno, este es el último post de la saga,  pero no por ser el último es menos importante. De hecho, lo considero uno de los pilares fundamentales de cualquier esatrategia a largo plazo de RM.

  • Formación, Recursos Humanos y tecnológicos: Es un hecho que sin una correcta formación del personal, una adecuada gestión de los recursos humanos que reduzca las rotaciones e incentive los planes de carrera dentro de la empresa y una inversión en recursos tecnológicos acorde con las expectativas, es imposible implementar, gestionar y obtener beneficios de una estrategia de RM y, en definitiva, una política coherente de comercialización y marketing. Cuando hablamos de formación al personal “comercial” (recepcionistas, agentes de reservas, comerciales, etc), esta se limita, casi siempre, a los mas que trillados cursos de “Atención al cliente”, idiomas (alemán por lo general, lo que nos supedita mas todavía a este mercado) y últimamente, Revenue Management. Esto está muy bien, pero dista mucho de ser el mínimo de formación que deberíamos dar a nuestro personal “vendedor”. Hasta ahora, no he encontrado ningún director comercial o jefe de ventas de hotel o cadena que haya reunido a su personal de recepción/reservas y les explique cuan importante es su trabajo y los prepare, no solo en la calidad del servicio, sino tambien en la promoción de paquetes, información sobre los puntos de venta del hotel (spa, bar, etc) u otros productos de la cadena. Es esencial para el funcionamiento de todo el engranaje que: el personal de reservas entienda la importancia de cada llamada, email, etc e incentivarlos a incrementar los porcentajes de conversión de estas peticiones en ventas reales, que los recepcionistas realicen un buen cheeck-in, y que ademas de darle una calida bienvenida al cliente tienen que obtener de este la mayor cantidad de información posible en cuanto a gustos y preferencias y luego volcar toda esta informacion en nuestros maravillosos sistemas, de manera que este Dir. Comercial pueda acceder a estos datos y orientar sus esfuerzos comerciales de manera mas eficaz y eficiente. En pocas palabras, que su trabajo es el inicio, la base en la que se sustentará la estrategia de comercializacíón y marketing del hotel/cadena a corto, medio y largo plazo. También he visto con mucha frecuencia, cursos de RM repletos de gente convencida y ganada a la causa que cuando llegan a sus puestos de trabajo se encuentran con que los que deben apoyar e incentivar políticas de RM, en el mejor de los casos, las menosprecian. Otro grupo con el que me he encontrado es el de los que nada más terminar la primera sesión del curso dicen “esto está muy bien, pero en mi hotel/cadena no se puede hacer por ____” (he dejado el espacio para que pongáis la excusa que mas os guste por descabellada que sea). Todos y cada uno de los miembros del equipo involucrados en nuestra política y planificación comercial, deben estar informados y formados en la justa medida que su posición dentro de la organización requiere. Y cuando hablo de equipo, me refiero no solo a los que negocian los contratos o viajan a ferias, hablo tambien de los que tienen contacto con los clientes, aquellos que deben convertir los “shopers” en “buyers”, los que deben introducir la información correcta y adecuada en los distintos sistemas de gestión para poder obtener informes fiables y un largo etc. Creo que uno de los motivos por los que no “perdemos el tiempo” en formar a nuestro equipo, es por los altisimos niveles de rotación que existen en rececepción/reservas. La rotación de personal es una de las remoras mas grandes que podemos encontrar en cualquier empresa, mas aun cuando el personal requiere cierta formación y conocimientos de la labor para la cual fue contratado. Crear y gestionar planes de formación y desarrollo dentro de la empresa, es quizas uno de los mas grandes retos a los que se enfrenta un gestor de RRHH, pero que puede ser clave a la hora de reducir los niveles de rotación. Y ustedes sen preguntarán, “que tiene que ver todo este rollo con el RM??”, pues muy simple, como he dicho al principio, RM se basa en la información y si no tenemos un personal de recepción/reservas/comercial bien formado, informado de lo que comercialmente se espera de el/ella e implicado, será muy dificil reducir la rotación, no pudiendo acceder a información básica y haciendo muy complicado implementar una estrategia de RM coherente.
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Cursos online de Revenue Management Hotel-lo

El “Revenue Management” persigue la maximización de los ingresos, se trata de manejar la estrategia de precios para los diferentes canales de distribución y para los diferentes segmentos de mercado, llegando a cada cliente con la mejor tarifa

Hace años se hablaba de ello como si fuera una moda y hoy no solo las grandes cadenas hoteleras pueden sacarle provecho sino que todos quieren implementarlo en su negocio.

Gracias a la nueva plataforma para bloggers turisticos he conocido que Hotel-lo recientemente ha empezado a ofrecer una serie de nuevos cursos on-line, utilizando una innovadora plataforma de e-learning que permite  estudiar sin estar atado a horarios ni zona geográfica.

El primero, con 16 horas lectivas y que ya está abierta la inscripción desde hace unas semanas, es el de Revenue Management que consiste en dar a conocer el concepto de Revenue Management, “Adaptación de los precios a la demanda analizando datos históricos, datos de la competencia y datos de pick up, facilitando el producto adecuado para los clientes en el momento adecuado y al precio adecuado”. Esta dirigido a personas que tengan experiencia en el sector hotelero y/o estudios de turismo o similares y que quieran adquirir una visión general del Revenue Management (qué es y cómo funciona) acompañada de ejercicios y caso prácticos.

El segundo que ya ha abierto la inscripción esta semana es de Forecasting y el próximo será de Pricing.

Los cursos que he podido ver tienen como tutora a Gabi Mueller

Sin duda esta oferta es una oportunidad para todos aquellos que quieran aprovechar estas estrategias y así optimizar su negocio

tendencias en la distrubucion hotelera.

Here is the online travel adoption rate in 2005 and 2008:

2005 2008
North America 42% 60%
Europe 15% 41%
APAC 9% 20%

(PhoCusWright 2007)

Hospitality: (USA, % of all bookings):
2004 2005 2006 2007 2010
U.S. Hospitality:20% 25% 29% 33% 45%

(Merrill Lynch, PhoCusWright, HeBS)

This year, 40% of all leisure and 35% of business travel bookings will be done online. By 2010 over 50% of leisure bookings are expected to be online. The percentage of meeting planners researching and booking online is also growing at a rapid pace. An estimated 89% of planners are researching event locations on the web, and by 2008, 41% of all groups and meetings travel revenues will come from the Internet.

Direct vs. Indirect Online Distribution

The direct online channel will continue to be the main focus for hoteliers. The industry as a whole has realised that not only has the Internet become the preferred channel for travel consumers to plan and book lodging, but the direct online channel is the cheapest form of distribution. The shift from indirect to direct online distribution will continue to be a major trend in the next several years:

Overall for the industry (USA): 2003 2005 2007 2008 2010
Hotel Branded Websites:
53% 54% 60% 62% 65%
Intermediary Websites:
47% 46% 40% 38% 35%

(Merrill Lynch, HeBS)

In 2006 the major hotel brands enjoyed an above the average direct vs. indirect online ratio of 81.4% vs. 18.6%.

The Indirect Online Channel

What are the most important trends in the indirect online channel? To begin with, now is the time to start working with fewer third party intermediaries (TPI’s), and at drastically lower margins (e.g. 15%-18%).

Smart hoteliers deal only with TPI’s that can access the hotel inventory electronically (through the hotel PMS, brand CRS, Pegasus or the GDS), and not via manual extranets. These hoteliers work in strict rate parity, use dynamic TPI margins (higher when you need the TPI’s, lower when you don’t), and prohibit TPI’s from using trademarked property names for their PPC and search engine marketing campaigns.

Other ways to shift consumers from TPI’s to the hotel website include unique product offerings found only on the hotel site (e.g. romantic getaways, bed and breakfast packages, etc.), and launching or enhancing the hotel loyalty programme.

Consumer Generated Media

Consumer Generated Media (CGM) continues to grow in importance and popularity. Discussion boards and forums, blogs, social networks like MySpace and LinkedIn, customer review sites like TripAdvisor, and hotel-specific blogs like HotelChatter.com dominate the Internet today and have become an integral part of the travel planning process. In 2006, 28% of travel planners researched CGM sites vs. 4% in 2005.

Consumers, while becoming increasingly dependent on customer testimonials and reviews, will still need to read an official hotel description. While hoteliers need to monitor and react quickly to CGM postings, and must establish a corporate policy regarding CGM, it is still important to make sure the hotel’s website is up to date, informative, optimized, and user friendly.

The Internet and Travel Consumer Perceptions

The Internet has changed forever the way consumers plan and purchase travel and access travel information. The credibility of information on a website is no longer automatically accepted. There is an “ideological clash” between “official” content (the hotel’s own website, brochures, descriptions, traditional star rating, etc.) and CGM-related content (blogs, customer review sites, etc.). What do customers believe? The overly enthusiastic hotel descriptions on a hotel’s own website, or the customer testimonials on TripAdvisor which aren’t always so flattering?

Food for Thought: Credibility of hotel accreditation (star rating)

Campton Place Hotel: hotel class 5 stars
• AAA 4 diamonds (out of 5)
• Fodors.com: 3.2 stars (out of 5)
• Frommers.com 2 stars (out of 3)
• Expedia: 4 ½ stars (out of 5)
• Trip Advisor: 4 stars (out of 5)
• Orbitz: 5 stars (out of 5)

The Internet, and especially CGM, has introduced a new level of confusion as far as the star rating for any hotel is concerned. Which accreditation is more important? The standard 5-star hotel class rating? The 4-diamond AAA accreditation? Or the 4 star TripAdvisor CGM rating? For many savvy travel consumers, the most credible would be the hotel star rating they find on their favorite online service, the one they trust and regularly use. Not what the “official” hotel accreditation is.

eCRM and Building Interactive Relationships with Customers

eCRM must be a vital component of a hotel’s Internet marketing strategy, as the majority of hotel customers are planning and booking their stays online. It is increasingly important to understand customer needs and their lifestyles, and build a marketing strategy based on those needs.

Establishing mutually beneficial interactive relationships with your customers is the ultimate goal of any eCRM initiative. Building interactive relationships with the customer consists of three critical lifecycle stages: Nurture — Grow — Retain.

To build a robust eCRM strategy in travel and hospitality hoteliers need to embrace new sophisticated tools and business practices in the following areas: increasing the knowledge they have about their customers, improving customer service at the online research/planning/booking phase, personalisation of the marketing and service delivery, developing new and more efficient customer needs-based marketing, and building customer loyalty.

Building Customer Loyalty on the Internet

Why does customer retention online matter? It costs 4-6 times more to attract a new customer than to retain a current customer. Existing customers are not only less costly to retain, but they also respond 4-5 times more readily to promotions and e-mail campaigns than new customers. It is important to extract more wealth out of your existing customer base by understanding customer needs and their lifestyles, and building a marketing strategy based on those needs. Knowing the customer, sending personalised messages, being there at every touch-point (planning, purchasing, service consumption and post-stay), and providing a unique value proposition leads to increased customer loyalty.

Contrary to some opinions, reward programs do matter. 80% of online bookers belong to a travel reward program and more than 60% belong to a supplier-sponsored programme (Forrester Research). The ability to earn rewards is the reason why 55% of online hotel bookers prefer to book on the hotel’s own website vs. a third party.

Behavioural Marketing

The Internet allows an unprecedented level of behavioural marketing. We can now monitor consumer behavior in all stages of the life cycle and personalize the brand message based on this behavior. Hoteliers can now target their marketing messages according to specific customer behavior, specific demographics, specific customer locations, and specific feeder markets. With the ability to target marketing messages, hoteliers can stop spending valuable dollars on those markets or campaigns that do not produce. This year eMarketers will spend over $2 billion in behavioral marketing in the U.S. alone.

Mobile Technology

Not only creating mobile friendly hotel websites, but sending marketing messages via mobile technology is becoming more and more important in hospitality. 1 billion mobile devices were shipped in 2006. The majority of these new devices provide broadband Internet access. The ability to instantly identify a user’s geographic location allows marketers to provide a highly personalised marketing message and experience.

Airlines already use this technology to provide travel alerts concerning weather changes and flight schedules. Mobile mapping capabilities, mobile search engines, and mobile advertising are just some of the areas of growth. Hoteliers need to monitor this trend and provide mobile hotel reservations and customer service.

Broadband and Rich Media

75% of active Internet users in the US use broadband at home and almost 100% of Internet users access broadband at work. This means faster download times, faster searches, more sites and pages viewed, and more rich media and applications possible.

Hotel websites must offer better imagery, higher display resolutions, and rich media more than ever. 80% of Internet users have 1024×768 or higher displays. To stay current, hotel websites must offer functionalities such as mapping, weather, event calendars, and CGM initiatives such as blogs and photo sharing.

Convergence Technologies

New technology is making it possible to break down barriers between technologies in hospitality. New, smarter technologies are available for revenue management, website analytical tools, reward programmes, personalisation, data-mining, eCRM, and interfacing to disparate technologies. Many web-based applications are increasing secure, user-friendly, and are dropping in cost. It will depend on the hotel’s strategy and what it wishes to achieve.

The Internet and Hotel Valuations

A direct online distribution strategy is a measurable asset to the hotel. Cash flows influenced by the online channel will be scrutinised more closely in the upcoming years as asset managers, developers, and hotel buyers and sellers seek to build, grow, sell, and flip properties. For those with winning strategies on the web, the valuation can be influenced upwards of 10 to 20 percent, while those with a weak web presence can expect a steep discount in their valuation in years to come.

Conclusion

Forecasting trends is a tricky business – especially in hospitality. Our goal here is to simply point out a collection of trends and best practices that seem to resonate across many hotel companies. Either these companies have inquired about these practices, or have begun addressing some of the trends described above, some even turning into meaningful results.

At your next strategy session for your hotel, resort, lodge, collection of hotels, or hotel brand, consider how these trends may influence your marketing efforts and grow the online channel. Start by applying the trends identified and seek an experienced consulting firm to help you along the way.

Note: Mariana Mechoso, Manager eMarketing Services at HeBS, also contributed to this article.

Max Starkov is Chief eBusiness Strategist and Jason Price is EVP at Hospitality eBusiness Strategies

Expedia lanza su interfaz para hoteles

Ya nos habia avisado luis en su el summit de expedia en Mallorca:

Jun 26, 2007 07:05:00 GMT

Expedia officially launched Expedia QuickConnect, a reservation system interface that allows hotel partners to easily and efficiently link property management and central reservation systems to Expedia.

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