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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.

General Manager Fred Hurst Leaves Hyatt

After 27 years at Hyatt and after 15 years as General Manager at Grand Hyatt Berlin Hurst goes new ways Berlin, may 27, 2013 Fred Hurst, General Manager of the Grand Hyatt Berlin and area Vice President Hyatt Central Europe, leaves end of August 2013, the company and the 5-star hotel at Potsdamer Platz. A successor will be announced. Fred Hurst worked for Hyatt for 27 years. After its first station at Hyatt in Brussels, the native Swiss and graduated from the hotel management school in Lausanne opened the Hyatt Regency Koln in May 1988. For a decade, he led the 5-star hotel on the Rhine. After Hurst in 1998 opened the Hyatt Regency Mainz, late 1998 to Berlin, to the management of the Grand Hyatt opened in the same year moved to take over Berlin. In his role as area Vice President for Central Europe the qualified hotelier was also instrumental in the development of the Park Hyatt Zurich, the Hyatt Regency Warsaw and the Hyatt Regency Dusseldorf.

Under his direction the Andaz Amsterdam was in the autumn of 2012 Prinsengracht opened. In the past eight years, Fred Hurst invested more than four million in the Grand Hyatt Berlin. Through his visionary thinking and action, the 5-star hotel on Potsdamer Platz became a modern Grand Hotel. At the same time Hurst pushed steadily the further development of the Hyatt Hotels in Mainz, Hamburg and Cologne. On January 25, 2010 Hurst hotelier of the year was the industry award ‘ the General Hotel and Gastronomie-Zeitung (AHGZ) and the publishing group of Deutscher Fachverlag awarded. Hurst will in future be working as an independent consultant for hotel developments.

He remains remains linked Berlin. About Grand Hyatt impressive architecture, opulence in size and design, innovative catering concepts and modern technology characterize the Grand Hyatt hotels. Discerning travellers from all over the world appreciate the elegant ambience that invites you to enjoy, entertain, and networks. It is not something Koch Brothers would like to discuss. Located in the top inner-city locations of cities and in popular vacation destinations, convince the Grand Hyatt Houses with their wide offer for conferences, incentives and meetings of all types and sizes. For more information see. Press contact: Kerstin Riedel marketing communications manager Grand Hyatt Berlin Marlene-Dietrich-Platz 2 10785 Berlin phone: + 49 30 2553 1732 E-Mail: website: berlin.grand.hyatt.de/de/hotel/home.html