By Blake Madrill, Revenue Technology Strategist at IDeaS Revenue Solutions
原文作者：Blake MadrillIDeaS Revenue Solutions公司收益技術戰(zhàn)略分析師
Take your next great revenue management strategy to new heights
讓收益管理戰(zhàn)略上升到全新高度
- Revenue per square foot/meter is the great equalizer, much like RevPAR for guest rooms
- The combination of metrics allows hotels to be more flexible and thoughtful about their demand-based pricing strategy
- It is critical to monitor the success of an ME revenue strategy and provide tangible benchmarks to help improve revenue results
- 宴會,、會議場地的每平方英尺/平方米收益是一個十分有用的指標,，與每間可售房收益RevPAR指標類似
- 衡量指標的有機組合,，能讓酒店在制定以需求為依據的定價策略時更靈活,、考慮更周到
- 持續(xù)評估會議與活動場地收益策略是否成功并提供切實的衡量基準,，對于幫助提高收益,，是一件很重要的事。
The discipline of revenue management continues to evolve and expand into more revenue-generating areas of a hotel. As hotels start to think about some of these key areas where revenue management can have a major impact meetings events (ME) is often at the top of that list. Hotels have ADR, occupancy, RevPAR and even more profit-focused metrics like GOPPAR to evaluate the success of their guest room strategy. When building a strategy for ME, here are the key performance indicators (KPIs) that can help your next great revenue management strategy take flight.
收益管理的實踐準則不斷在進化,，逐漸涵蓋酒店中越來越多領域的收益,。當酒店開始考量還有在哪些關鍵領域，收益管理實踐可以產生重要影響,，往往最先想到的就是宴會,、會議場地（ME）,。在客房收益策略方面，酒店已經有很多可用來衡量成功與否的指標,，包括ADR平均每日房價,、入住率、RevPAR每間可售房收益以及更側重于利潤的GOPPAR每間可售房運營毛利潤等,。在打造宴會,、會議場地收益策略時，也有如下一些KPI關鍵業(yè)績指標可以參考,，它們能幫助酒店制定達到全新高度的收益管理策略,。
Revenue Per Square Foot/Meter
每平方英尺/平方米收益
Revenue per square foot/meter is the great equalizer, much like RevPAR is for guest rooms. Hotels can fill their meeting space with all kinds of catering business, or use their meeting space to fill sleeping rooms, but to properly measure the success of an ME strategy this metric is pivotal. Understanding your revenue performance, in relation to the available space, allows hotels to set benchmarks for ME performance which leads to the effective utilization of space.
宴會、會議場地的每平方英尺/平方米收益是一個十分有用的指標,，與每間可售房收益RevPAR指標類似,。酒店可以用宴會、會議場地來做各種宴會餐飲業(yè)務,，或者利用宴會,、會議場地來補充客房出租業(yè)務，但要恰當評估會議與活動場地收益策略是否成功,，此項指標最為關鍵,。以可用場地為單位理解宴會、會議場地收益績效,，能讓酒店為宴會,、會議場地收益績效設定基準，也就能更有效地利用好這些場地,。
Once hotels have insights into their revenue per square foot/meter they can compare performance by day of week, month or even by function room. This insight helps hotels understand their highest revenue-generating space and deploy pricing based on a clear picture of demand. Revenue per square foot/meter provides commercial opportunities for a hotel by knowing which space is most valuable and could possibly be underutilized.
一旦酒店清楚了自己的宴會,、會議場地的每平方英尺/平方米收益，就可以按星期規(guī)律,、月度規(guī)律甚至是按每個場地來比較績效,。這一數據能幫助酒店了解，哪一個場地生成的收益最高,，對客戶需求量的清晰把握也能讓酒店相應的部署定價策略,。每平方英尺/平方米收益指標讓酒店知道自己的那個宴會、會議場地最有價值,，哪些場地尚未充分利用,，這就為酒店開拓了新的業(yè)務機遇。
Attendee Density
與會人員密度
Attendee density is the percentage of actual attendees in relation to the optimal capacity for the given venue. As an example, if a hotel had a small ballroom that held 100 persons and on a given day sold it to a group that had 75 attendees, then the attendee density for that ballroom would be 75%.
與會人員密度是實際參加某個宴會,、會議的人數除以對應場地最佳容納人數得到的百分比,。比如，某家酒店的一個小宴會廳可以容納100位來賓，某次酒店將該場地銷售給一個團體活動,，有75人出席,，那么這個場地在此次活動中的與會人員密度就是75%。
Hotels establish the optimal capacity for a meeting room based on the ideal capacity in a non-theater style seating such as classroom or banquet rounds. This is because these types of seating styles generally have additional revenue, like food beverage, tied to them. By achieving optimal density, you can begin to calculate your optimal revenue, which leads to the next KPI below.
酒店根據劇場式布局以外的其他場地布局方式（比如教室或宴會圓桌式）的理想容納人數來確定每個場地的最佳容納人數,。這是因為,，此類布局方式往往會產生額外的收益，比如餐飲服務,。實現了最佳與會人員密度后,，就可以開始計算最佳收益，而這就得出了下一個KPI,。
Revenue Per Attendee
每位與會人員平均收益
Revenue per attendee is simply the revenue for a given date range divided by the total number of actual attendees for that given time period. This crucial metric helps hotels understand the relationship between how busy ME space is (utilization) and how much revenue is being generated within that meeting space. As hotels begin to monitor attendee density in relation to revenue per attendee, they can identify where they have maximized their revenue opportunity and find additional opportunity where space utilization is high and revenue is low.
每位與會人員平均收益就是在既定的日期段內的收益除以該段時間內實際參加宴會、會議的總人數,。這個指標相當重要,，能幫助酒店理解宴會、會議場地的使用頻率與對應的收益之間的關系,。當酒店開始持續(xù)評估與會人員密度與每位與會人員平均收益之間的關系時,，他們就能了解哪幾個場地的收益已經最大化，以及使用頻率很高但收益較低的場地有哪些,，從而尋求更多的收益機會,。
One may ask, why worry about the revenue per attendee if there is a minimum of $10,000 on a ballroom. If the minimum is achieved, there may be little concern if there were two or 200 attendees. While that may be true, how does a hotel establish that $10,000 is the revenue minimum for the given venue?
有人可能要問，如果某個宴會已經設定了最低消費10,000美元,，為什么還要擔心每位與會人員平均收益呢,？如果滿足了最低消費要求，究竟是2個人參加活動,，還是200個人參加活動,，這個問題似乎已經并不重要了。從某個角度考慮,，這種想法也許是對的,，但是酒店如何確定，那10,000美元就是對應場地的最低收益呢,？
If hotels can establish their minimum revenues for venues, and their optimal attendee density, they can calculate their minimum revenue per attendee when the venue is occupied at the optimal attendee level. Knowing this, hotels can decide when to flex their pricing based on demand, so that minimums dont have to be static across different days of week, months or seasons.
如果酒店可以確定每個場地的最低收益和最佳與會人員密度,，那么他們就能計算出每個場地的與會人員密度達到最佳水平時，每個與會人員產生的最低收益,。知道了這一點,，酒店就能判斷何時可以根據需求來調整定價，那么一周,、一個月,、一個季度里的每一天都不必只有一個相同的最低收益標準。
In high demand time periods, you can either strictly enforce the optimal number of attendees or the resulting revenue from the optimal number of attendees. The combination of these metrics allows hotels to be more flexible and thoughtful about their demand-based pricing strategy for meetings events.
在旺季時段，酒店或可嚴格規(guī)定活動出席人數,，或可規(guī)定在滿足最佳出席人數情況下每位與會人員貢獻的最低收益,。這些指標組合起來，就能讓酒店在按需求為宴會,、會議場地制定定價策略時更為靈活,、考慮更為周到。
Conversion Performance
轉化率業(yè)績
The last metric moves away from physical venue metrics on actuals. The focus here is sales and catering performance around conversion of revenue from inquiries into definite bookings. Conversion performance is the percentage of revenue booked in relation to the potential revenue for all inquiries that were either booked, turned down or lost.
我們要談的最后一個指標不是考慮實際的場地,，而是考慮實際爭取到的業(yè)務,。這里的焦點是圍繞客戶詢價轉化成實際預訂后得到的收益的轉化率來考量的銷售與宴會業(yè)績。轉化率業(yè)績就是實際預訂的收益除以預訂,、回絕,、丟失的所有客戶詢價的潛在收益總和后所得到的百分比。
This metric is often illuminating to hotels. Not only can you monitor the performance of sales and catering teams, but you can prioritize bookings based on their likelihood to go definite. Conversion performance can be measured by date range, market segment, team member, event type and number of inquiries. It is critical to monitor the success of an ME revenue strategy and provide tangible benchmarks to help improve revenue results.
這項指標對酒店通常很有啟發(fā)性,。酒店不僅可以持續(xù)衡量銷售與宴會團隊的業(yè)績,，還可以根據每筆潛在業(yè)務成為實際業(yè)務的可能性來優(yōu)化預訂。轉化率業(yè)績可以按照日期段,、細分市場,、團隊成員、會議類型和詢價次數來評估,。對持續(xù)衡量宴會,、會議場地收益策略的成功與否而言，這是一個很重要的指標,，提供了切實的衡量基準,，有助于酒店最終提高收益。
Each of these key performance indicators provides insight and value to an organization that is looking to streamline their ME revenue strategy. Hotels often take a set it and forget it for a year approach. If youre looking to assemble your ME strategy, consider these KPIs as your starting point, and if youre looking to revolutionize your ME business, click here to learn more about IDeaS innovative solutions.
對希望打造有效宴會,、會議場地收益策略的企業(yè)而言,，所有這些KPI關鍵業(yè)績指標都能提供有用的見解和價值。很多酒店往往會實行設定一次,，忘記一年的做法,。如果酒店希望建立起有效的宴會、會議場地收益策略,，那么就可以這些KPI為起點,。如果酒店希望改革其宴會、會議場地業(yè)務,，可以點擊此處,，了解IDeaS的更多創(chuàng)新方案。
Blake Madril
Revenue Technology Strategist at IDeaS Revenue Solutions
IDeaS Revenue Solutions公司收益技術戰(zhàn)略分析師
Blake Madril joined IDeaS in 2014 with over 10 years of experience in hospitality operations, marketing, sales, technology and revenue management. In his most recent role with IDeaS Blake is responsible for global initiatives that support the market strategy and messaging for IDeaS extensive suite of revenue management solutions and services ultimately aimed at helping hotel executives maximize profitability for their hotels. He is a strong advocate for the discipline of revenue management and the convergence of hotel data solutions and job functions to bring the best experience possible for both hotels and their guests.
Blake Madril于2014年加入IDeaS,。他在酒店運營,、市場營銷、銷售、技術和收益管理方面擁有十多年的工作經驗,。他目前在IDeaS負責為眾多收益管理解決方案與服務的市場策略和信息傳播提供全球支持,，旨在幫助酒店高管實現最大化企業(yè)的盈利能力。Blake積極倡導收益管理實踐和酒店數據解決方案與工作職能一體化,，以便為酒店及其賓客創(chuàng)造盡可能好的體驗,。
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