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CorporateRevenueManagementCorporateRevenueManagerAgenda•IntroductionofRevenueManagement•PricingPhilosophyforShangri-LaHotels

andResortsRevenueManagementis…TheARTofturningbusinessawayRevenueManagementisalso…TheSCIENCEofstimulati

ngoccupancywithoutsacrificingrateOccupancyorRate?Thatisthequestion…OccupancyA76%B84%C96%ATR$200.00$180.95$158.33Revenue$3

4,200$34,200$34,200RoomsSold171189216Thishotelhas225rooms.DefinitionofRevPARRev=Revenue&PAR=PerAvailableRoomFormula

sRevenue/availableroomsATR*OccupancyATR$200.00$158.33OccupancyA76%Revenue$34,200$34,200RoomsSold171216RevPARStrategyOccupancy

neededtobeincreasedby45rooms(26.32%)ATRreduced$41.67(20.84%)96%CWhathappenedtoourprofit?RevenueManagementhistory•Pricesof

theUSairlineindustrygotde-regulatedin1978•Airlinesstartedtosegmenttheircustomerbaseandtoapplydifferentpricesfordifferentsegm

ents•Severepricewarsslashedprofitmargins•RevenueManagementwasbornWhydoesRevenueManagementwork?•SegmentedMarkets

•Predictable,VariableDemand•FixedCapacity•PerishableInventory•RelativelyLowVariableCostAdefinitionofRevenueManagementforShangri-LaHotels

andResortsRevenueManagementis:•theapplicationofrightpricingstrategies•toallocatetherightcapacity•totherightcustomer•fortherightproduct•a

ttherighttime•throughtherightchanneltoachievemaximumrevenueForecastDemandRetainDemandManageDemandManageDemandYield

andBusinessMixStrategyDelightingourGuestsRetainDemandRepeatBusinessCreateDemandForecastDemandDemandAnalysisTheRevenueCycleOptimizeDeman

dDemandAnalysis•Criticalprocessinordertodevelopaneffectivesales&revenuemanagementplan•Externalanalysis:Understandthemar

ketplace–demandversussupplyBusinessindicators•Internalanalysis:HistoricalperformanceBusinesspatterns

DemandAnalysis•Pacepattern(Howlonginadvancearethebookingscomingin?)•Sourcepattern(Arebookingscomingf

romyourdomestic,intra-regionalorlong-haulmarkets?)•Channelpattern(ArebookingscomingthroughtheInternet,GDS,

WRCordirect?)•Staypattern(Whatistheaveragelength-of-stayofthisreservationandwhenisthearrivalday?)•Spendpattern(Whatistheincrementalspendf

romthisreservation?)ForecastingEstimatingthecompany’sshareofmarketdemandbasedondefinedmarketsegmentsandanassumedmarket

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

aneffectiveYieldStrategyAccurateforecastingwilleventuallyhelp:BusinessMixOptimizationNotethatsometimesyoucangeneratemorerevenuebyc

hangingyourmixthanbyincreasingyourrate!Whatistheoptimumbusinessmixforyourproperty?BusinessMixOptimizationSource:Cathycartoonstri

p.AllrightsreservedYieldManagementTheideaistouserestrictions(MinimumLengthofStayforexample)ifdemandexceedssupplytomaximizetotalweek

lyroomsrevenue.BusinessHotelArrivalPatternNorestrictionsRevenueGenerated:US$44,800fora100roomshotel0%10%20%30%40%50%60%70%80%90%10

0%MoTueWedThuFriSatSunATR:US$100OCC:64%20grouproomsOnWedSameBusinessHotel,butMinimumLengthofStay2night

sonWednesdayRevenueGenerated:US$46,200fora100roomshotel0%10%20%30%40%50%60%70%80%90%100%MoTueWedThuFriSatSunATR:US$100OCC:66%20group

roomsOnWedSameBusinessHotel,butDifferentMinimumLengthofStayrestrictionsfordifferentrateprogramsonMon,TueandWe

dRevenueGenerated:US$52,360fora100roomshotel0%10%20%30%40%50%60%70%80%90%100%MoTueWedThuFriSatSunADR:US$110OCC:68

%20grouproomsOnWedPricing•CrucialcomponentintheRevenueManagementCycle•95%flowstothebottomline(Source:Definin

gRevenueManagement–TopLinetoBottomLine)•Adynamicprocess•Clearandsimple•PricingintegrityPricingPhilosophyforShangri-LaHotelsandResorts•Introducedinmid

August2008forallproperties•3differentpricingconcepts:SeasonalPricingTierPricingD-BAR(DynamicBestAvailableRate)SeasonalPr

icing•Introducedinresortswithdistinctiveseasonaldemandpatterns;andselectivecityhotelswhichmarketiscomparativelylessvolatile•Asingleratecanbesetup

perseasonwhichneedstobepre-defined(low,shoulder,high)•AdditionalratetobecreatedforhighdemandSpecialEventsperiod•4setsofrates(forSelect&ValueR

ate)areallowedTierPricing•Introducedinselectivecityhotelswhichmarketisdynamic,butnotreadytoactivateIDeaSBARModule•3tiersofratesc

anbesetupperseasonwhichneedstobepre-defined(low,shoulder,high)•AdditionalratetiertobecreatedforhighdemandSpecialEvents

period•Applicationoftheactualratetier(forSelect&ValueRate)isbasedontheforecastedoccupancyforthearrivaldayTierPricing–Situation1Tier10-70.9%Tier271

-89.9%Tier390-100%Whatif?•Mon75%•Tue65%•Wed95%WhichtierdoyouapplyforMon3-nightrequest?TierPricing–Situation2Tier10-70.9%Tier2

71-89.9%Tier390-100%Whatif?•Mon91%•Tue92%•Wed95%WhichtierdoyouapplyforMon3-nightrequestifyouhave50%ofyourinventorysoldtogroupsandthemarket

issoft?D-BAR•Willroll-outin10topdestinationhotelsinbatches,whichmarketishighlyvolatile•UsingIDeaSV5iYieldManagementsystem,wit

hBARModuletobeactivated•Amaximumof15ratetierscanbesetuptocoverallseasons,weekday/weekendpatterns&SpecialE

ventsperiod•IDeaSV5iwillrecommendtheBestAvailableSelectRatebylength-of-stayperarrivalday,takenintoaccountcompetitors’

rateofferD-BAR•2optionsaregivenonmanagingValueRates:1.MaintainthesamenumberofValueRatetiersandSelectRatetierse.g

.SR1toSR15vsRACK1toRACK152.Applynon-dynamicflexing(reducethenumberofValueRatetiers)e.g.groupSR1toSR3->VRtier1(RACK3)groupS

R4toSR6->VRtier2(RACK6)groupSR7toSR9->VRtier3(RACK9)Ultimately,15SRtiersvs5VRtiersD-BAR-SituationIfIDeaSV5igivesthebelowBARrecommendation:MonSR2TueSR

3WedSR4Whatif,thehotelismanagingValueRateasfollows:SR1–SR3:RACK3SR4–SR6:RACK6SR7–SR9:RACK9SR10–SR12:RACK1

2SR13–SR15:RACK15WhichValueRatetierdoyouapplyonMon,Tue&Wedrespectively?HomeTakers•Ensurethatbusinesspracticeisstrictlyadheredto

•ParticipateintheweeklyRevenueStrategyMeetingQ&AThankYou!