![]() ![]() The difference and the difference with the previous year: The comparison of the data with the previous year can be made both in absolute terms of each value, and in terms of ratio, or the percentage deviation. Not all are useful, those for the main values (% Occ, RMC and RevPar) may be sufficient, the others are nothing but consequences. The Ranking: Any value seen (from the Occupancy Percentage to the Penetration Index) can be put in descending order to make a ranking. Penetration Index: it is given by the relationship between the Actual Market Share and the Fair Market Share. It is calculated by dividing the number of rooms actually sold by a single structure with the total number of rooms sold by the entire market. It is calculated by dividing the capacity of the structure by the total capacity of the Market.Īctual market share: it is the market share actually achieved by each individual hotel, in terms of occupancy. RevPar Yield Index: it is the percentage deviation of the Revpar of a single Hotel with the average Revpar of the Market Share.įair Market Share: it is the assumed market share of each individual Hotel, in terms of occupancy. Now let’s look at the indexes of the “Open view”īenchmarking, intended as the benchmarking where everyone sees everyone. The main comparison indexes of the “Open View” Hotel Benchmarking Risk of a mere comparison of data and not causes.Identification of marketing, operational and pricing strategies.Identification of Best Practices and innovative solutions.Comparison, competition and stimulation.Solutions, but it is typically difficult to apply if there is no collaborationĪnd if there is fear in revealing data between competitors.īenchmarking, however, has advantages but also disadvantages. Simple and inexpensive and presents good possibilities for finding innovative Practice Institute in the United States is recognized, throughout the world, asĪnd the relative metrics, may vary according to the different type ofīenchmarking, that are: internal benchmarking, functional benchmarking, globalīenchmarking, energy benchmarking and competitive benchmarking (that of ourīenchmarking is aimed at understanding the factors that determine theĬompetitive advantage of the best direct competitors and others, through aĬomparison of their organization with other similar ones. ![]() President of the Global Benchmarking Network (GBN), director of the Best ![]() ![]() Performance metrics with the best in the industry and learn from them to The origins, what is Benchmarking and how it was born.Ĭomparison practice that allows companies to compare business processes and Although in most cases it is an a posteriori analysis – but moreĪnd more products are being created aimed at comparing even the forecast. Highlight in a more systematic way the pressure demand dates, and more.įacilitates the analysis of the competitive field is certainly theīenchmarking. Introduction of Data analysis tools and, Revenue Management System tools, which Publication of prices by all competitors, and thanks to the growing Has certainly improved thanks to Internet, which has allowed the transparent NB: This is an article from Emanuele Mansueti, Trainer & Revenue Consultant at hotelperformance This despite the logic of game theory confirms that a cooperative context tends to maximize the profits of all competitors. Hoteliers are generally scared about sharing their performance data with the Competition, sometime for a question of shyness some others it seems they wouldn’t reveal their secret Coca-Cola formula. ![]()
0 Comments
Leave a Reply. |
AuthorWrite something about yourself. No need to be fancy, just an overview. ArchivesCategories |