 |
            
|
 |
|
Sales & Revenue Management Audit
|
|
Typically in a large 4 or 5star international hotel a sizeable Sales team is at the heart of revenue generation. What is the optimal structure for this team and do you have the right systems and procedures in place to allow Sales people to spend most of their time driving business, rather than updating systems and sitting in meetings? Do the team have the skills and approach to take the business forward?
Revenue Management is a relatively new function in hotels and yet it is increasingly responsible for pricing strategies and management of OTA relationships. It has a tendency to baffle others with a proliferation of multi-coloured spreadsheets and new terms such as fencing, hurdle rates and dynamic pricing. Are they really adding net value and does the relationship with Sales & Marketing ensure lack of conflict with contracted rates and promotions? This Audit is structured to produce recommendations to improve efficiency and help develop strategies to take the business forward. PEOPLE Structure and responsibility Sales skills Product & market knowledge Performance BUSINESS Market segment performance and S&M activities Competition review Pricing strategies New opportunities PROCEDURES & EFFICIENCY Reports Meetings Management RFP’s In-house vs Field Sales REVENUE MANAGEMENT Strategies and rationale Reports Procedures Decision-making Performance measurements OTA relationships ASSESSMENT RECOMMENDED ACTIONS |
|
|