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CorporateRevenueManagementCorporateRevenueManagerAgenda•IntroductionofRevenueManagement•PricingPhilosophyforShang

ri-LaHotelsandResortsRevenueManagementis…TheARTofturningbusinessawayRevenueManagementisalso…TheSCIENCEofstimulatingoccupancywi

thoutsacrificingrateOccupancyorRate?Thatisthequestion…OccupancyA76%B84%C96%ATR$200.00$180.95$158.33Reve

nue$34,200$34,200$34,200RoomsSold171189216Thishotelhas225rooms.DefinitionofRevPARRev=Revenue&PAR=PerAvailableR

oomFormulasRevenue/availableroomsATR*OccupancyATR$200.00$158.33OccupancyA76%Revenue$34,200$34,200RoomsSold171216RevPARStrategyOccupancyneed

edtobeincreasedby45rooms(26.32%)ATRreduced$41.67(20.84%)96%CWhathappenedtoourprofit?RevenueManagementhistory•PricesoftheUSairlineindustrygotde-regu

latedin1978•Airlinesstartedtosegmenttheircustomerbaseandtoapplydifferentpricesfordifferentsegments•Severepricewarsslashedp

rofitmargins•RevenueManagementwasbornWhydoesRevenueManagementwork?•SegmentedMarkets•Predictable,VariableDemand•FixedCapacit

y•PerishableInventory•RelativelyLowVariableCostAdefinitionofRevenueManagementforShangri-LaHotelsandResortsRevenueManagementis:•theapplicatio

nofrightpricingstrategies•toallocatetherightcapacity•totherightcustomer•fortherightproduct•attherighttime

•throughtherightchanneltoachievemaximumrevenueForecastDemandRetainDemandManageDemandManageDemandYieldandBu

sinessMixStrategyDelightingourGuestsRetainDemandRepeatBusinessCreateDemandForecastDemandDemandAnalysisThe

RevenueCycleOptimizeDemandDemandAnalysis•Criticalprocessinordertodevelopaneffectivesales&revenuemanagementpl

an•Externalanalysis:Understandthemarketplace–demandversussupplyBusinessindicators•Internalanalysis:HistoricalperformanceBusinesspa

tternsDemandAnalysis•Pacepattern(Howlonginadvancearethebookingscomingin?)•Sourcepattern(Arebookingscomingfromyourdomestic,in

tra-regionalorlong-haulmarkets?)•Channelpattern(ArebookingscomingthroughtheInternet,GDS,WRCordirect?)•Staypattern(Wh

atistheaveragelength-of-stayofthisreservationandwhenisthearrivalday?)•Spendpattern(Whatistheincrementalspe

ndfromthisreservation?)ForecastingEstimatingthecompany’sshareofmarketdemandbasedondefinedmarketsegmentsandanas

sumedmarketingenvironmentWhydoweforecast?•Staffing•Scheduling•Purchasing•ComparisontoBudget•Tooptimizeourbusinessmix•ToimplementaneffectiveY

ieldStrategyAccurateforecastingwilleventuallyhelp:BusinessMixOptimizationNotethatsometimesyoucangeneratemorerevenuebychangingyourmixthanbyincrea

singyourrate!Whatistheoptimumbusinessmixforyourproperty?BusinessMixOptimizationSource:Cathycartoonstrip.AllrightsreservedYieldManage

mentTheideaistouserestrictions(MinimumLengthofStayforexample)ifdemandexceedssupplytomaximizetotalweeklyroomsrevenue.Busine

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

:US$100OCC:64%20grouproomsOnWedSameBusinessHotel,butMinimumLengthofStay2nightsonWednesdayRevenueGenerated:US$46,200fora100roomshotel0%10%20%30%40%50%

60%70%80%90%100%MoTueWedThuFriSatSunATR:US$100OCC:66%20grouproomsOnWedSameBusinessHotel,butDifferentMinimumLengthofStayrestrictionsfordif

ferentrateprogramsonMon,TueandWedRevenueGenerated:US$52,360fora100roomshotel0%10%20%30%40%50%60%70%80%90%100%MoTueWedThuFriSa

tSunADR:US$110OCC:68%20grouproomsOnWedPricing•CrucialcomponentintheRevenueManagementCycle•95%flowstothebottomline(Source:D

efiningRevenueManagement–TopLinetoBottomLine)•Adynamicprocess•Clearandsimple•PricingintegrityPricingPhilosophyforShangri-LaHotelsa

ndResorts•IntroducedinmidAugust2008forallproperties•3differentpricingconcepts:SeasonalPricingTierPricingD-BAR(DynamicBestAvailabl

eRate)SeasonalPricing•Introducedinresortswithdistinctiveseasonaldemandpatterns;andselectivecityhotelswhichmarketiscomparativelylessv

olatile•Asingleratecanbesetupperseasonwhichneedstobepre-defined(low,shoulder,high)•Additionalratetobecreatedfor

highdemandSpecialEventsperiod•4setsofrates(forSelect&ValueRate)areallowedTierPricing•Introducedinselectivecityhotelswhichmarketisdynamic,but

notreadytoactivateIDeaSBARModule•3tiersofratescanbesetupperseasonwhichneedstobepre-defined(low,shoulder,high)•Additionalratetiertobecreatedforhigh

demandSpecialEventsperiod•Applicationoftheactualratetier(forSelect&ValueRate)isbasedontheforecastedoccup

ancyforthearrivaldayTierPricing–Situation1Tier10-70.9%Tier271-89.9%Tier390-100%Whatif?•Mon75%•Tue65%•Wed95%WhichtierdoyouapplyforMon3-nightrequ

est?TierPricing–Situation2Tier10-70.9%Tier271-89.9%Tier390-100%Whatif?•Mon91%•Tue92%•Wed95%WhichtierdoyouapplyforMon3-nightrequesti

fyouhave50%ofyourinventorysoldtogroupsandthemarketissoft?D-BAR•Willroll-outin10topdestinationhotelsinbatches

,whichmarketishighlyvolatile•UsingIDeaSV5iYieldManagementsystem,withBARModuletobeactivated•Amaximumo

f15ratetierscanbesetuptocoverallseasons,weekday/weekendpatterns&SpecialEventsperiod•IDeaSV5iwillrecommendtheBestAvailableSelectRatebylength-of-staype

rarrivalday,takenintoaccountcompetitors’rateofferD-BAR•2optionsaregivenonmanagingValueRates:1.MaintainthesamenumberofValueRatet

iersandSelectRatetierse.g.SR1toSR15vsRACK1toRACK152.Applynon-dynamicflexing(reducethenumberofValueRatetiers)e.g.groupSR

1toSR3->VRtier1(RACK3)groupSR4toSR6->VRtier2(RACK6)groupSR7toSR9->VRtier3(RACK9)Ultimately,15SRtiersvs5VRtiersD-BAR-SituationIfIDeaSV5igivesthebel

owBARrecommendation:MonSR2TueSR3WedSR4Whatif,thehotelismanagingValueRateasfollows:SR1–SR3:RACK3SR4–SR6:RACK6SR7–SR9:RACK9SR10–SR12:RA

CK12SR13–SR15:RACK15WhichValueRatetierdoyouapplyonMon,Tue&Wedrespectively?HomeTakers•Ensurethatbusinesspracticeisstrictlyadheredto•Particip

ateintheweeklyRevenueStrategyMeetingQ&AThankYou!