酒店管理收益 收益管理政策——分析前一天业绩2016(叶予舜).docx

PAGE 1 PAGE 1 叶予舜二〇一五年十一月二十九日星期日 酒店管理收益 收益管理政策——分析前一天业绩 酒店收益管理政策——分析前一天业绩 Subject: Communication of Future NeedPeriods 主题：未来需求期间的交流 Subject: Analyze Yesterday’s Results 主题：分析前一天的业绩 POLICY 制度 Every day, the RM should analyze in 5minutes the results of the day before. Each Yen, Dollar, Yuan left on the table every day should be used tooptimize future dates. 收益部经理应每天花 5 分钟的时间对前一天的业绩进行分析。每天留在桌子上的每一日元、美元和人民币都应该用于日后的业绩优化。 It is necessary to have a procedure toreport yesterday results and MTD results vs. the target of the month. This is then distributed to the management teamof the hotel and to the reservation and front office agents. 有必要制定一套程序汇报前一天的业绩及月累计业绩，并与当月的目标业绩进行对比。然后，把结果分发给酒店的管理团队以及预订部和前厅部的员工。 It is recommended to write down the resultson a simple blackboard in the back office to make the targets and the achievements visible for all backoffice actors in the hotel. 建议在后台办公室的黑板上写下结果，让所有酒店后台办公人员都能够看到目标业绩与已取得的业绩。 FREQUENCY 频率 HRM: Daily: - Analyze yesterdays results versusthe expected results (OR, ARR, RevPAR…) (10 minutes) 每天–对前一天的业绩与预期业绩进行分析对比（入住率、平均房价、每间可售房收入）（10 分钟） MHRM: Daily: - Analyze yesterdays results versusthe expected results (OR, ARR, RevPAR…) (10 minutes) 每天： -对前一天的业绩与预期业绩进行分析对比（入住率、平均房价、每间可售房收入）（10 分钟） PURPOSE OF THE PROCEDURE 程序目的 The purpose of the procedure is to check ifthe RM knows the most relevant indicators of the hotel, including RevPAR, which is the most importantinternal indicator of the hotel. 该程序的目的是检查收益经理是否了解酒店的最相关指标，包括每间可售房收入， 这是酒店最重要的内部指标。 With the challenge of revenue we can: 对于面临的收益挑战，应该： Keep revenue management in the mind of everyone, 每位员工都要有收益管理意识， Follow up the unexpected no-shows ofyesterday, duplicate bookings...while it is still fresh in the mind of every one, 跟进前一天未预料到的未到预订，重复预定等情况，当每位员工对这些预订仍有印象。 Verify the full constrained dates (100% OR)and check if overbooking or walk-in objectives were handled correctly yesterday, 核实满房日期（出租率 100%），检查前一天是否正确处理了超额预订或上门散客的入住情况。 Check if snapshot from PMS to RMS worked well(no discrepancies)