Revenue management in timeshare businesses

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Kate Varini

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Revenue Management in Timeshare Businesses Yuan Shen Undergraduate Student Oxford Brookes University

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This Smart Decision Guide is intended for decision makers, including hotel and resort operators, property managers and owners, who are looking to bring the science of next-generation Hospitality Revenue Management to their businesses. Here they will find a roadmap for getting started on the path toward increased hotel revenue and profitability. The key takeaways include actionable insights for evaluating and selecting the right consulting and/or technology partners as well as for putting the right organizational resources, business processes and performance metrics in place to maximize return on investment.

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Professional Development: Revenue Leaders

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Revenue management is still a relatively young business domain, enabled by the evolution of technology and complicated by the same, on-going evolution. Although the career ladder now has more steps and thus more opportunities, there seems to be no formal specialized qualification for the more senior levels of the field. Technology has also been having an impact of the way we learn as well as when we learn and the means we use to learn. Personally, I have recently added the role of Team Coach to my portfolio of skills, as the Internet now provides most of the explicit knowledge learners need and it is the swift conversion of that into tacit knowledge that has become the challenge today. My senior student is conducting research into the development needs of Senior Revenue Managers. Tania hopes to identify skills that can be developed via a serious game that she would go on to design on paper. Following this, our team of researchers would develop a prototype version. After testing, we would then hope to gain funding to develop a complete serious game that could be used to develop Senior Revenue Managers on themes such as total revenue management, staff development (revenue managers/analysts), coaching teams and individuals as well as product design and development and performance management. So we would like to hear from you with regards to your views on this topic. Question 1: How can we define the role of “Senior Revenue Manager”? Question 2, for Revenue Managers: What are the skills you think your senior revenue managers need? Question 3, for Senior Revenue Managers: What are the skills you need and how much time would you have to develop these? To gain an understanding from the strategic level of the organisation, we will also be conducting confidential one to one interviews with board level Revenue Management executives. If you have 5 minutes, please give us your opinion. Also, please do get in touch if you would like to try out the first version of the serious game. kate.varini@hevs.ch

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