Overcapacity: Difference between revisions
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== Weekdays and weekends == | == Weekdays and weekends == | ||
The numbers mentioned above are an average: there are some weekends which will be totally booked and some weekdays which show very few guests. So you can not just shut down this overcapacity: it is spread all over the year and over the target groups. There is no further exact information on this, other than the average occupancy during a year. <br><br> | The numbers mentioned above are an average: there are some weekends which will be totally booked and some weekdays which show very few guests. So you can not just shut down this overcapacity: it is spread all over the year and over the target groups. There is no further exact information on this, other than the average occupancy during a year. <br><br> | ||
By changing the last-minute prices, the rack rates and all other [[decisions]] one take for your hotel, you hope to influence the [[occupancy rate]]. It is impossible to tell which decision has exactly which effect: in the total package which will show results. The consistency of your [[strategy]] has proven to be very important to the customers in the market. | By changing the last-minute prices, the rack rates and all other [[Year 1-2-3-4|Year 1-2-3-4 decisions]] one take for your hotel, you hope to influence the [[occupancy rate]]. It is impossible to tell which decision has exactly which effect: in the total package which will show results. The consistency of your [[strategy]] has proven to be very important to the customers in the market. | ||
The [[weekdays]] account for 43% of the total of the number of room nights which are available, the [[weekends]] account for 57% of the total of all room nights in a year. <br> | The [[weekdays]] account for 43% of the total of the number of room nights which are available, the [[weekends]] account for 57% of the total of all room nights in a year. <br> | ||
Revision as of 08:25, 23 December 2020
Overcapacity
Due to the fact that there is an oversupply in the city, there is an overcapacity. All the hotels active in the city together offer more room capacity then there is demand in any year. The starting situation in the city is that there is approx. 10 competing hotels, all offering 100 rooms during 364 days (the rounded up number of days) in a year. So the total number of possible nights to book offered is 10 hotel x 100 rooms x 364 days in a year = 364,000 available room nights per year. This is the supply offered.
The basic occupancy rate in the city, as you take over is 50%. So, there is a demand for 182,000 room nights and an overcapacity of 182,000 nights. So we assume that out of all the competing hotels, each has 18,200 nights overcapacity. Divided by 364 this means that in the total of a year, on an average, 50 rooms permanently are not occupied. During the years this will change due to your decisions, action, and marks.
Weekdays and weekends
The numbers mentioned above are an average: there are some weekends which will be totally booked and some weekdays which show very few guests. So you can not just shut down this overcapacity: it is spread all over the year and over the target groups. There is no further exact information on this, other than the average occupancy during a year.
By changing the last-minute prices, the rack rates and all other Year 1-2-3-4 decisions one take for your hotel, you hope to influence the occupancy rate. It is impossible to tell which decision has exactly which effect: in the total package which will show results. The consistency of your strategy has proven to be very important to the customers in the market.
The weekdays account for 43% of the total of the number of room nights which are available, the weekends account for 57% of the total of all room nights in a year.
For both the average over a year is 50% occupancy on taking over.
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