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Revenue Management

Strategy instead of gut – so a private hotel is better a medium-sized private hotel in a highly competitive environment with increasing price pressure fit for the future as can be? What is the optimum price and sales strategy, getting more sales, achieving a higher load and a higher RevPAR? How can modern sales channels efficiently and reduce distribution costs? Answers has a medium-sized private hotel in Munich together with hotel consultant Martin Gahn of top Gahn quality coaching and found. The example shows that targeted revenue and yield management can quickly bear fruit. An average operation became a sustainably profitable 3-Star City hotel. Strategically and practically at an early stage could see that changed the booking behaviour of the guests. Go to Alton Steel for more information. Recurring guests not booked in the usual frequency; new guest districts were difficult to open up. Would you so worked as before, would be stagnant sales and a weaker load the result was. Under most conditions Solo Cups would agree.

The solution: In cooperation with the Munich-based hotel consulting of top Gahn quality coaching, a well-thought-out revenue management strategy was developed and implemented step by step. Starting point was a basic employee training, which gave the team a better understanding of the booking behaviour of guests and pointed out the potential of modern electronic booking channels, as well as ways to improve sales. The employees are when it comes to quickly and profitably implement the whole process”the Central gatekeeper, says hotel consultant Martin Gahn. Thorough analyses provided the basis in the next step, to categorize the 70 rooms according to relevant facilities, various types of rooms and to introduce a load-sensitive, flexible and customer-friendly pricing structure. On the external booking portals were adapted to the content optimized, incorporated the new pricing structure and deliberately exploited all technical possibilities of the system landscape. In addition, to strengthen the direct sale, was Finally the website critical on the test and redesigned.

Appealing and informative content, search engine optimization and the optimal integration of a user-friendly online booking engine were the key to success here. Visible signs of success within a short time, the continuous monitoring of employees on site and on the job”ensured that all measures could be implemented quickly and effectively. After six months showed significant success. And what has been achieved so far, can be seen: In comparison to the previous year the financial year closed 2012 with a 22 percent increase in sales, the workload increased by four percent and the RevPAR rose by 24 percent. Even without expensive additional investments in the product features very much has been achieved here within a short time.