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Pricing strategy & distribution channels in hotel revenue management.ppt ihs

Pricing strategy & distribution channels in hotel revenue management.ppt ihs






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    Pricing strategy & distribution channels in hotel revenue management.ppt ihs Pricing strategy & distribution channels in hotel revenue management.ppt ihs Presentation Transcript

    • PRICING STRATEGY & DISTRIBUTION CHANNELS IN HOTEL REVENUE MANAGEMENT 5th FEBRUARY 2013 Authoring Faculty: Wilbert Frank. MBA (Certified Hotel Administrator) Sponsoring School: International Hospitality Academy (IHA) Total Learning Time: 3 to 4 Hours
    • Course FocusA smart pricing strategy is the best way to increaserevenue. This course teaches you how to set prices,develop rate fences (differentiate prices bycustomer type), and how to use multiple distributionchannels to manage price more effectively.Youll learn about the impact of variable pricingand discounting on revenue management in thecontext of price elasticity, optimal price mix,perceived fairness, and congruence withpositioning and sales strategies.Channel management is an essential tool forcontrolling differentiated pricing, maintaining ratefences, and increasing revenue. Explore variousapproaches to managing distribution channelsincluding direct sales, agencies, the Internet, andopaque pricing channels.Discuss best practices and observe industry casestudies so you can contextualize and have an in-depth look into pricing strategy..
    • Course Topics Case Study Findings Implications of the Findings Five Actions a Chain should Take Now Five Actions A Hotel Manager or Owner should take now
    • Case StudyThis study is the culmination of research on distribution practices,the distribution landscape and hotel performance based onchannel mix. Distribution costs have been rising steadily. As currentand emerging intermediaries take advantage of an activedigital travel market, they will wield substantial influence as gatekeepers,imposing fees and charges for directing the consumer traffic to the hotel.Growth in digital travel shopping will expand the transparency of hotelpricing structures putting additional competitive pressure on rates.The combination of the higher booking volumes passing throughintermediaries, the costs imposed for intermediation and the pressureon rates will challenge the hotel owner and manager to maintain profitlevels. This report and analysis is meant to be a starting point for anymember of the hotel community to better understand distributiondynamics and its impact on hotel profitability.SEE PAGE 3 IN ATTACHMENT – 10 THINGS YOU SHOULD KNOW.
    • Case Study Findings Prices, Price Elasticity & Demand Channel Production Profile & Relationship Between Channels Individual Channel Profiles Online Travel Agency Profile Marketing & Distribution Strategy
    • Implications of the Findings1. Price Elasticity at the competitive set level2. Its all about share shift3. Costs and Benefits of Distribution4. Threats & Opportunities in the Horizon5. New Priorities in Distribution Landscape6. Consumer Media & Commoditization of Hotel Rooms7. The transparency of the Internet8. Billboard Effect and Online Attribution Models9. Optimal Channel Mix
    • 5 Actions a Hotel Chain Should Take Now!1. Invest & Develop internal and external low-cost channels with as much control over rates, inventory and branding as possible. If you can only focus on one2. Build up programs to expand high margin ancillary revenue streams through centrally controlled channels and facilitate the same for hotels to supplement efforts at the local level. Its all about share shift3. Hold the line as tightly as possible on costs for existing and emerging channels keeping in mind that a growing percentage of the business going forward will pass through intermediaries prior to arriving at brand- controlled channels.4. Audit every channel to ensure it is capturing the most incremental business possible from all traffic that passes through it; view all channels through the same multichannel lens the customers use so the management and development of them is integrated. Investigate and develop attribution modelling, examining all channels to understand which touch points are contributing to the bookings.5. Tap the intelligence you have about your customers and apply it extensively at every touch point possible to optimize acquisition, persuasion and retention through customer service and merchandising. This may be the primary advantage a hotel chain can leverage when competing with the many new third parties that have strong adoption in consumer markets but limited knowledge of hotel customer’s personal preferences and stay patterns.
    • 5 Actions a Hotel Manager or Owner Should Take Now!1. Determine a hotel’s optimal channel mix and manage to that objective. Determine the potential for the hotel based on the nature of market demand, competitive behaviour and consumer perception.2. Monitor the hotel’s ability to manage its channels relative to its competitors in the marketplace as well as new channel opportunities that arise in the market. Compare channels in their ability to shift share and the cost they each incur including transaction fees, commissions, impact on rate and impact on customer engagement.3. Seek out, develop and invest in channels that help acquire, engage, and retain customers and also create sustainable profit streams.4. Guard your most valuable assets: a hotel’s pricing structure, inventory and brand — this applies equally to national branded hotels and independents. Evaluate channel opportunities carefully before putting these assets at risk. Price smart.5. Conduct a systematic audit of every channel to ensure it is functioning at its peak, that the channel and the processes supporting it are designed for the customers it is best suited to serve, and that its position in the distribution ecosystem makes it accessible and compelling in comparison to its competitors.