Prices: Difference between revisions
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== Rising prices? ==__NOEDITSECTION__ | == Rising prices? ==__NOEDITSECTION__ | ||
You can increase your price-range (the max de-/increase per year is | You can increase your price-range (the max de-/increase per year is € 15, see [[decisions#Room prices|Finance and room prices]]) instead of changing the last-minute and rackrate price separately. This price range will be compared to the average in the market, and customers will react upon hat. <br> | ||
Keep in mind that your revenues, of course, consists of the (average) price times the number of sales. On the other hand, you have your net result (revenues - minus all costs) which also depends on your costs. On the page [[operating review]] there is a basic explanation on the structure of the costs and the way you can, or cannot influence them. | Keep in mind that your revenues, of course, consists of the (average) price times the number of sales. On the other hand, you have your net result (revenues - minus all costs) which also depends on your costs. On the page [[operating review]] there is a basic explanation on the structure of the costs and the way you can, or cannot influence them. | ||
Revision as of 10:59, 22 June 2017
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Sales prices for the hotelrooms
There is some information on this subject on the page decisions. Now let's have a closer look at the sales prices for staying in the hotel.
Looking at the sales prices of your hotel the management should decide on last-minute and a rack rate price for the two options weekdays and weekend days.
The idea behind the two prices is, that it enable you as a management to think in a price-“range” for your hotel instead of one single figure. So, reasoning from your strategy, you might think of a price range that fits in best with your strategy. From this min/max range an average price is calculated that is being used in the calculations. Very important are the explanation of decisions made in each year on how exactly you plan to use concepts like premium pricing, discounting, flex pricing, psychological prices, revenue management, etc. etc. So size the opportunity to explain your pricing strategy and a good explanation of your choices in combination with your strategy will enhance your occupancy rate.
Rising prices?
You can increase your price-range (the max de-/increase per year is € 15, see Finance and room prices) instead of changing the last-minute and rackrate price separately. This price range will be compared to the average in the market, and customers will react upon hat.
Keep in mind that your revenues, of course, consists of the (average) price times the number of sales. On the other hand, you have your net result (revenues - minus all costs) which also depends on your costs. On the page operating review there is a basic explanation on the structure of the costs and the way you can, or cannot influence them.
Prices weekdays and weekends
As you take over there is a history. The weekdays have been booked mainly by business people who, generally, have been paying a higher price then the leisure market who have been booking weekends. As this is in most countries the case, it will be very hard (nearly impossible) to change this 'logic'.
Prices banqueting
You also have to decide on prices you will be asking for banqueting. You do have some more possibilities in changing this quickly
Prices Food and beverages and other revenues
You can not influence these rices, nor can you influence how they are used. These revenue groups just follow the occupancy rate of your hotel. You can, though, predict the and calculate them.
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