Interpret business analytics into meaningful action to improve performance.
Hotel benefits from subject matter expert in the following business analytics:

• STR market share weekly analysis;
• Travelclick Demand 360 reports review for future demand opportunities vs. comp set;
• Revfinder (BI) reports of lead time, upsell, room type utilization, direct-3rd party mix, package and promotions performance, etc.;
• Future leverage of analytics toward total revenue management approach.
  
  

Leverage IDeaS revenue management system.
Opportunities to leverage demand and improve revenue performance are identified and action implemented via:

• Last room values / hurdle rates;
• Unconstrained demand evaluation;
• Oversell recommendations;
• Group evaluations for revenue displacement.
  
  

Manage rates and inventory in all distribution channels. Availability and restrictions are appropriately displayed in all booking channels:

• Opera, ORS, OTA, Trust, GDS, Web;
• Daily Transient Protected is updated in Golden S&C;
• Approval of group blocks that exceed allotment and have potential to displace revenue from other segments.
  
  

Initiate pricing analysis and recommendations.
Pricing is evaluated regularly to leverage demand vs. price equation to optimize revenue:

• Golden S&C minimum available rates (MARs) are updated according to expected daily transient demand levels for a rolling 18 months into the future;
• Published competitive rates are evaluated daily using Rate Shopping and other competitive shopping tools;
• Competitive consumption by price point is reviewed monthly using Agency 360
• Drive Group Pipeline meeting together with DOS to support forecast accuracy
• Co-chair the Quarterly Account Reviews with Sales Team to evaluate accounts performance and price strategy
  
  

Market Price report to identify opportunities for engagement at new price points;

• Room Type Utilization report completed quarterly to evaluate performance of room type and possible shifting of premium priced categories.
• Quarterly Catering pricing review together with DOC and F&B Director
• Quarterly Spa Pricing review together with Spa Manager
• Quarterly F&B Outlets pricing review together with F&B Director
• Quarterly Guest Services pricing review together with FO Manager

• Members- (F&B, Spa, FO, Catering) are engaged in strategic business decisions and are informed to take action on emerging business trends;
• Consensus among stakeholders on strategy;
• Alignment of activities and efforts toward a common goal.
  
  

Participate In

• Annual budget and marketing plan process
• Support DOM to prepare for Monthly Ownership Meetings with required pre-work