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The question about who should lead the commercial effort has been a debate among hospitality professionals for a long time. Most hospitality leaders would agree that implementing Total Hotel Revenue Management has been more of a mythical destination than a reality, in part due to the territorial obstacles associated with merging the traditional sales, marketing, and revenue management roles into a singularly focused effort. But now the ultimate reset button, COVID-19, presents most organizations with a unique opportunity to build the organization that matches their vision, without the cost (and pain) associated with dismantling an existing team. The big question is: Who is the ideal commercial leader today and what is the most desirable career path an aspiring leader can take to get there? ....
Founder at Infinito Rate Parity in itself was a flawed and BS concept from the get go, only putting more powers on OTA s and tech vendors making money of selling parity data to hotels. If we look at other industries: buy a TV in shop 1, same TV in shop 2 cheaper. Petrol same thing..even strawberries from the same brand in 2 different shops having a 25% variance in price? so the question is not, is it obsolete? the question should be: how are we getting out of this mess? What we forget mostly is that OTA s and Hotels both want the same thing: increase revenues. OTA s do that by competing against other OTA s with the same products (lie supermarkets), hotels do that by competing on value and price (like a variety of strawberry brands on the shelve). It is in no ones interest to sell cheap rates because it will drive down commission cost and revenue for the hotels. OTA s use member rates to undercut other OTA s..Hotels undercut their competition to steal business from th ....
Managing Principal, ZS Industry has been talking about moving beyond rooms revenue for decades. Concepts like Total Hotel Revenue Management have been extensively talked about, but not systematically acted upon. The pandemic forced operators to think very differently about the building, moving away from defined space usage, to a more flexible, need-based model. This forced innovation, and its (relative) success in generating revenue in difficult circumstances, will hopefully be the motivation to stop talking and start acting! However, for this to become a true shift, the barriers that held industry back from achieving the vision pre-pandemic will still need to be addressed. Incentives will need to be realigned away from narrow function based goals like room nights generated, to more broad asset based goals like total profit or total revenue. Metrics will need to be developed that reflect these new goals. Access to more holistic data will be required, so tha ....
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