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CorporateRevenueManagementCorporateRevenueManagerAgenda•IntroductionofRevenueManagement•PricingPhilosophyforS

hangri-LaHotelsandResortsRevenueManagementis…TheARTofturningbusinessawayRevenueManagementisalso…TheSCIENCEofstimulatingoccupan

cywithoutsacrificingrateOccupancyorRate?Thatisthequestion…OccupancyA76%B84%C96%ATR$200.00$180.95$158.33Revenue$34,200$34,2

00$34,200RoomsSold171189216Thishotelhas225rooms.DefinitionofRevPARRev=Revenue&PAR=PerAvailableRoomFormulasRevenue/availableroomsATR*Occupa

ncyATR$200.00$158.33OccupancyA76%Revenue$34,200$34,200RoomsSold171216RevPARStrategyOccupancyneededtobeincreasedby45rooms(26.32%)A

TRreduced$41.67(20.84%)96%CWhathappenedtoourprofit?RevenueManagementhistory•PricesoftheUSairlineindustrygotde-regulatedin1978•Airlin

esstartedtosegmenttheircustomerbaseandtoapplydifferentpricesfordifferentsegments•Severepricewarsslashedprofitmargins•Reve

nueManagementwasbornWhydoesRevenueManagementwork?•SegmentedMarkets•Predictable,VariableDemand•FixedCapacity•PerishableInventory•Relatively

LowVariableCostAdefinitionofRevenueManagementforShangri-LaHotelsandResortsRevenueManagementis:•theapplicationofri

ghtpricingstrategies•toallocatetherightcapacity•totherightcustomer•fortherightproduct•attherighttime•throughtherightchanneltoachievemaximumrev

enueForecastDemandRetainDemandManageDemandManageDemandYieldandBusinessMixStrategyDelightingourGuestsRetainDemandRepeatBusinessC

reateDemandForecastDemandDemandAnalysisTheRevenueCycleOptimizeDemandDemandAnalysis•Criticalprocessinordertodevelopaneffectivesales&revenueman

agementplan•Externalanalysis:Understandthemarketplace–demandversussupplyBusinessindicators•Internalanal

ysis:HistoricalperformanceBusinesspatternsDemandAnalysis•Pacepattern(Howlonginadvancearethebookings

comingin?)•Sourcepattern(Arebookingscomingfromyourdomestic,intra-regionalorlong-haulmarkets?)•Channelpattern(ArebookingscomingthroughtheInternet

,GDS,WRCordirect?)•Staypattern(Whatistheaveragelength-of-stayofthisreservationandwhenisthearrivalday?)•Spendpattern(Whatistheincrementalspendfrom

thisreservation?)ForecastingEstimatingthecompany’sshareofmarketdemandbasedondefinedmarketsegmentsandanassumedmarket

ingenvironmentWhydoweforecast?•Staffing•Scheduling•Purchasing•ComparisontoBudget•Tooptimizeourbusinessmix•ToimplementaneffectiveYieldStrate

gyAccurateforecastingwilleventuallyhelp:BusinessMixOptimizationNotethatsometimesyoucangeneratemorerevenuebychangingyourmixthanbyincr

easingyourrate!Whatistheoptimumbusinessmixforyourproperty?BusinessMixOptimizationSource:Cathycartoonstrip.AllrightsreservedYield

ManagementTheideaistouserestrictions(MinimumLengthofStayforexample)ifdemandexceedssupplytomaximizetotalweeklyroomsrevenue.BusinessHotelArrival

PatternNorestrictionsRevenueGenerated:US$44,800fora100roomshotel0%10%20%30%40%50%60%70%80%90%100%MoTueWedThuFriSatSunA

TR:US$100OCC:64%20grouproomsOnWedSameBusinessHotel,butMinimumLengthofStay2nightsonWednesdayRevenueGenerated:US$4

6,200fora100roomshotel0%10%20%30%40%50%60%70%80%90%100%MoTueWedThuFriSatSunATR:US$100OCC:66%20grouproomsOnWedSameBusinessHotel,butDifferentMi

nimumLengthofStayrestrictionsfordifferentrateprogramsonMon,TueandWedRevenueGenerated:US$52,360fora100roomshotel0%10%2

0%30%40%50%60%70%80%90%100%MoTueWedThuFriSatSunADR:US$110OCC:68%20grouproomsOnWedPricing•CrucialcomponentintheRevenueManagementCycle•95%flowstot

hebottomline(Source:DefiningRevenueManagement–TopLinetoBottomLine)•Adynamicprocess•Clearandsimple•PricingintegrityP

ricingPhilosophyforShangri-LaHotelsandResorts•IntroducedinmidAugust2008forallproperties•3differentpricingconcepts

:SeasonalPricingTierPricingD-BAR(DynamicBestAvailableRate)SeasonalPricing•Introducedinresortswithdistinctiveseasonaldemandpatterns;andse

lectivecityhotelswhichmarketiscomparativelylessvolatile•Asingleratecanbesetupperseasonwhichneedstobepre-defined(low,shoulder,high)•Additiona

lratetobecreatedforhighdemandSpecialEventsperiod•4setsofrates(forSelect&ValueRate)areallowedTierPricing•Introducedinselectiv

ecityhotelswhichmarketisdynamic,butnotreadytoactivateIDeaSBARModule•3tiersofratescanbesetupperseasonwhichneedstobepre-def

ined(low,shoulder,high)•AdditionalratetiertobecreatedforhighdemandSpecialEventsperiod•Applicationoftheactualratetier(forSel

ect&ValueRate)isbasedontheforecastedoccupancyforthearrivaldayTierPricing–Situation1Tier10-70.9%Tier271-89.9%Tier390-100%Whatif?•Mon75%•Tue

65%•Wed95%WhichtierdoyouapplyforMon3-nightrequest?TierPricing–Situation2Tier10-70.9%Tier271-89.9%Tier390-100%Whatif?•Mon91%

•Tue92%•Wed95%WhichtierdoyouapplyforMon3-nightrequestifyouhave50%ofyourinventorysoldtogroupsandthemarketiss

oft?D-BAR•Willroll-outin10topdestinationhotelsinbatches,whichmarketishighlyvolatile•UsingIDeaSV5iYieldManagementsystem,withBARModuletobeactivated•

Amaximumof15ratetierscanbesetuptocoverallseasons,weekday/weekendpatterns&SpecialEventsperiod•IDeaSV5iwillrecommendtheBestAvailableSe

lectRatebylength-of-stayperarrivalday,takenintoaccountcompetitors’rateofferD-BAR•2optionsaregivenonman

agingValueRates:1.MaintainthesamenumberofValueRatetiersandSelectRatetierse.g.SR1toSR15vsRACK1toRACK152.Applynon-dynamicflexing(reducethenumber

ofValueRatetiers)e.g.groupSR1toSR3->VRtier1(RACK3)groupSR4toSR6->VRtier2(RACK6)groupSR7toSR9->VRtier3(RACK9)Ultimately,15SRtiersvs5VRtiers

D-BAR-SituationIfIDeaSV5igivesthebelowBARrecommendation:MonSR2TueSR3WedSR4Whatif,thehotelismanagingValueRateasfollows:SR1–SR3

:RACK3SR4–SR6:RACK6SR7–SR9:RACK9SR10–SR12:RACK12SR13–SR15:RACK15WhichValueRatetierdoyouapplyonMon,Tue&Wedrespectively?HomeTakers•Ensurethatb

usinesspracticeisstrictlyadheredto•ParticipateintheweeklyRevenueStrategyMeetingQ&AThankYou!