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Hotelier Indonesia



FAQs for AIRBNB and DJUBO’s API Partnership


DJUBO and Airbnb have announced an Official API integration which is an official 2 way sync. Djubo is one of the very few in India which has been successful in integrating with Airbnb. Airbnb is now open to listing even traditional hotels and bed and breakfasts and all kinds of accommodation businesses on its platform. With this partnership, DJUBO’s client hotels will be able to manage their rates and inventory on Airbnb seamlessly without having to login to the Airbnb app or extranet.

How is Airbnb’s business model and interface different from other OTAs:

  • The listing title on Airbnb cannot be the commercial name of the property. It should be a descriptive name. For example : “Hotel Taj Palace” will not be approved for listing. However “Spacious Luxury Suite on MG Road” is acceptable.
  • Airbnb’s commission structure is different from all other OTA’s. While it charges only 3% to hosts/hotels – an additional service fee of 0 – 20% is charged to the guest.
  • If Hotel has a GST/VAT registration, the Airbnb will apply the applicable slab on the sell rate along with its 0 – 20% commission and then sell to the client. Airbnb will passback 97% of sell rate and 99% of GST/VAT to the hotel’s account. To understand this or question airbnb.com on any calculations the hotels can write to [email protected]
  • Traditionally, a regular listing owner approves/authorizes a guest to allow him to make a booking after the owner has chatted with him on the Airbnb App. However, If a hotel is approved for availing the API connectivity through DJUBO then Instant Book feature is automatically switched on for that property. This means that the guest need not chat with the owner or request for a room and will be able to easily book rooms without any engagement with the listing owner.
  • In Airbnb , one listing can only be booked one at a time. No one can book 4 deluxe room rooms at a go. They can only book deluxe rooms 4 times. Each listing doesnt have an inventory attached to it, but has an available/closed status only. So when rooms run out on DJUBO, the status of this listing will be changed to Closed so that no more rooms are sold on Airbnb or on other OTAs.


DOWNLOAD OFFICIAL AIRBNB QUALITY PARAMETERS for listings connected through API



Which rates will be pushed to Airbnb via DJUBO?

– DJUBO will be pushing the sell rates that the hotel sets up on the OTA rates tab under Manage this property > Rate Setup > Best Available Rates > OTA Rates.

How will Airbnb handle GST/VAT?

– Airbnb will also apply GST/VAT on sell rate and markup the rates that the guest pays. In case the host has no such registration then no tax will be levied over and above.
– Hosts will be passed back 97% of the Sell Rate and 99% of the GST/VAT when a booking happens in the bank account setup in the Payout Preferences by the host.
– In order to inform Airbnb about your GST/VAT registration number please email [email protected]

How can i start using Airbnb’s API Connectivity via DJUBO?



Hotelier Indonesia




SHR Innovation Summit 2017— Shaping the Future of Hospitality

SHR is founded on the belief that companies have an obligation to invest resources not simply for their own benefit, but for the benefit of their clients, and in a larger sense, for their industry and the world. It is through this belief that SHR has simplified the growing complexity of hospitality distribution technology as much as we have while helping hotels get the most out of that distribution.

Yet, with our newfound growth, both in capital and personnel, we knew we had an opportunity, even an obligation, to do more. But we would need to stay away from the typical conference environment of product pushing and upselling. We would have to create something new that would be about the participants and not about SHR.

With this fresh mindset, SHR recently held its first Innovation Summit in Houston, Texas.


[Access the blog and video]







Hotelier Indonesia

The Walking Dread: Why Indonesian hotels need an overbooking strategy


Written by: Tracy Dong, Lead Advisor, APAC, IDeaS Revenue Solutions

No hotel in Indonesia likes having to walk a guest due to an overbooking situation – just ask any front desk manager who has to deal with irate customers when they have been informed the room they booked is not available, and they have to be relocated. Walking a paying guest can be hard and unpleasant, so why do hotels need to overbook in the first place? 

Consider this all-too-common scenario: A high-profile international trade fair is occurring in your city and your hotel has been sold out for more than two weeks. There’s not a single room left within a 10-kilometre radius. Your forecasted revenue numbers for the week are significantly outperforming the actual bookings from the same period the year before. However, as the morning reports rolled in, your hotel only finished at 96% occupancy opening day which led to a revenue underperformance compared to your forecast.

Rather than trying to figure out who’s to blame for this situation, hoteliers should instead see the situation as an opportunity to enhance the property’s systems and technology and rethink their overbooking strategy. From a revenue management point of view, to maximise occupancy and revenue during peak demand dates, overbooking can be a necessary evil driven by several internal and external factors.

Internal Factors:
No-Show: Paying guests may turn out as a no-show on the arrival day due to various reasons, which leads to empty rooms at a hotel

Cancellation/Wash: Prior to arrival day, hotels typically have cancellations from transient bookings or group wash. If hotels are not able to pick up bookings to compensate cancellations or wash, it will impact on hotel revenues 

Extension/Contraction: Besides no-shows and cancellations, revenue managers should track in-house guests’ extensions, especially for hotels with a high portion of long-stay guests. Although in-house guests’ extensions are subject to availability, it has to be taken in consideration when setting up overbooking scenarios 

External factors:
If a hotel has a sister property to relocate their walked guests to based on a pre-negotiated rate, then they can be a lot more flexible with their overbooking strategy. However, if a hotel has to relocate guests to a non-affiliated or competitor hotel, then management has to be very careful. The overbooking risks in this situation are compounded when the market demand is high, such as during a major event and guest relocation price, or ‘cost of walk,’ is prohibitively expensive. 

The practice of overbooking weaves art into science to calculate risks against their rewards, and today’s advanced revenue management systems help hoteliers analyse and produce decisions for a customised overbooking strategy. Below are some considerations and insights hotel revenue management systems can provide to maximise strategic overbooking opportunities:

  • What is the expected transient wash for each market segment?
  • What are the booking windows for transient business? Hotels could use revenue management systems to analyse booking pace by market segment at various days to arrival. 
  • When is the hotel’s group cut-off and how well are group blocks managed? Is the hotel consistently managing groups by days-to-arrival and adjusting overbooking accordingly?
  • How is the hotel’s room type overbooking strategy established? Are they deploying room type overbooking strategies only when they’re expected to sell out? Deploying room type overbooking strategies over non-sold-out periods can be an effective way to maximise property yield in both need and busy periods.
  • Is the hotel’s room type overbooking strategy static all year long, or is it deploying different strategies by day-of-week or season?
Hoteliers need to understand overbooking is a long-term strategy that requires constant review. By analysing overbooking numbers months in advance, hotels can better compensate for expected group wash with high-paying transient guests
Consider a hotel that only overbooks their base room type all year long. Assume this hotel has a significant rainy season and struggles to find business to fill their weekends. However, during this period, they do remain consistently busy with corporate travel during the week. How can they adjust their overbooking strategy to accommodate for this distinct day-of-week need? Perhaps their base room type is open for generous overbooking on the weekends (keeping their hotel as competitively priced as possible), but a conservative strategy is employed during the weekdays to encourage bookings into upgraded room types. If the new strategy helps a hotel book just five upgraded room types every weekday at a $75 upcharge, they’ve pulled in over an additional $80k in annual revenue by selling the same amount of rooms.

And at the end of the day, it’s critical that hoteliers focus on their net maximum revenue. The aggressiveness of any overbooking strategy needs to be balanced with an understanding that net revenue for a night can be impacted by high or frequent walking of guests. Sometimes, it may be a better net revenue result to be one or two rooms short of a sell-out than to pay for a number of replacement rooms in another hotel for previously booked guests.  

It’s also extremely important to evaluate how well the hotel’s front desk handles guest recovery. One of the greatest opportunities afforded to any front desk is the ability to take a guest problem (such as being walked to another hotel) and convert it into guest loyalty. To do this, though, hoteliers need to ensure that hotel staff are properly supported and trained to accommodate walking guests. Guest recovery in ‘walking’ situations should also be supported by amenities; complimentary room upgrades or no-walk / VIP statuses for future reservations.

In today’s world, it’s not enough to book a reservation for every room a hotel has to sell – and not overbooking can result in lost revenue and missed occupancy at the property’s highest price-point where profits can be maximised. When overbooking is established strategically through analytics, hotels can better understand the wash and cancellation patterns of their market segments. This means hotels can then plan ahead to overbook with exceptional revenue results.









Hotelier Indonesia

A Different Power: Female Executives in Hospitality Technology

In a recent study from Cornell University on female executives in hospitality, it was reported that while women make up 52.4 percent of the labor force in these companies, they constitute only 15.5 percent of executive officers. And in hospitality technology, the numbers are even lower. At SHR, there are two female executives on a team of six C and V-level members, which, by mathematic definition, makes SHR the odd man (woman?) out in its industry. And that’s a very good thing. For as the study further states, the more varied the voices a company brings to its executive table, including female voices, the more it can fill in the gaps between styles, ideas and methods—and the more successful the company will ultimately be.

Estella Hale, SHR’s vice president of product, and Laurie Mowchan, vice president of finance at SHR, are two solid examples of female executives who have been enriching the corporate conversation for many years. By understanding the personal and professional experiences that helped shape them as people, it becomes easier to see how they’ve managed to become gentle yet powerful industry leaders, bringing not necessarily “better” insights to light than their male counterparts, but “different” ones. It’s in that difference that the value truly lies.

Early Lessons
They say that there are often singular events that either make people or break them. In Hale’s case, an American-born citizen attending school in Mexico, that one event might have been having to start second grade at the age of five, which had her in high school by 13, an intimidating situation for anyone, male or female.

“I knew I couldn’t survive by popularity or athletics,” Hale said. “So, I made up my mind to become the alpha person via my studies. I made sure I was the one to get the best grades, have the best attendance, just to show I belonged there.”

It worked. She graduated with high honors at 16, going on to earn degrees in graphic design and computer animation. And in what now seems like fate, she paid for school by working nights at a local hotel, foreshadowing what has become an almost 20-year career in hospitality technology.

By the time Mowchan was 16, she was already trusted with handling money at her first job as a cashier at a grocery store in her native Houston. But it was as a sophomore in college, working as an underwriter at Bank One for the small business sector when she knew she was hooked. The financial reports fascinated her.

“So much important information to dissect in such a condensed format,” she said. “From the beginning, I’ve always enjoyed the story that accounting tells with numbers. Here are our wins, here are our losses. It’s transparent and real and stable. I never wanted to do anything else.”

She would parlay her adeptness with spreadsheets into a University of Houston degree in accounting, handling progressively more senior finance roles, ultimately landing in hospitality technology.

Teamwork and Leadership
Fast forward to present day, and Mowchan is married with three children in a blended family. Hale is married and raising three special needs children. More lessons to be learned, particularly about patience, tolerance and what it means to truly pull for another person, no matter the seemingly overwhelming circumstances.

“When I look back at the diverse backgrounds of some of our best hires that seemed like a stretch at the time, I realize I’ve learned that stretch from my children,” said Hale. “They’ve taught me not to get so focused on gaps and weaknesses, but instead to find strengths and talents in each person, and capitalize on them.”

The same goes for leadership. For Mowchan, it’s more about mentoring than mere managing. “I try to strike a balance between recognizing someone’s strengths and yet challenging them to step slightly outside their comfort zone,” she explained. “Watching a junior accountant grow into a finance superstar—that’s the ultimate reward.”

And contrary to the “Mad Men” workload technique of old, Hale takes a more conservative approach. “You want to challenge people to give you their best, then step back and give them room to learn from mistakes. Find the balance in intense environments, or you will start to break them,” she warns.
Creative Thinking
Most business gurus would say that the ability for a company to see trends in advance is one of the deciding factors in whether a company makes it or not. Mowchan uses her vision for trend-mining numbers. “If I were to name a super power, it would be seeing big gaping holes in financial reports, re-analyzing the data, and then blending it all back together for a truer picture,” she said.

Hale sites her special skill as being able to see in 3-D. “I can hold an idea in my hand and see it from different aspects, so I can dissect it,” she said. “Because of this, I can see sides of things that others may not see.” Once again, this comes from observing her children, and what thinking differently really means. “My daughter walks around softly flicking a leaf in front of her face and finds joy. I join her flicking a leaf myself, we connect, and now the joy is shared. So, I try to leave off pre-conceived notions whenever I can.”
The Future
Just as diversity in the executive suite is good for a company’s bottom line, so is the finer diversity seen within each woman that informs her life, which in turn, informs what she brings to the work table. As Hale put it, “I believe in my family. I believe in my work, and what we have, and what we can do. It’s OK if we don’t see the full path ahead every day. There are more advantages to seeding opportunities—eventually the path clears.”

***



Estella Hale joined Whiteboard Labs in 2006 to focus on support for Windsurfer® CRS. After the merger with SHR in 2012, Estella became the Product Manager for Windsurfer® CRS and was responsible for all aspects of product development, product support, systems operations, and client management services in relation to that product. Most recently, Estella has been named the Vice President of Products for SHR and will continue to oversee development and support for all SHR products in that capacity. Prior to joining the company, she worked in the hospitality industry for several years, managing implementations and support for a hotel representation company. Aside from managing a Client Services department, Estella has worked in several roles in guest and internal services at major hotel chains. Estella holds a Bachelor’s degree in Graphic Design from Universidad Autonoma de Guadalajara and an Associate’s degree in Computer Animation from the Art Institute of Houston.



Laurie Mowchan joined the SHR team in 2015 as the Vice President of Finance. In this role she leads all financial matters, including accounting and reporting, cash management and forecasting, and internal audit. Prior to joining the SHR team, Laurie was Director of Accounting and Finance at WhiteFence, an online utility connection provider for the residential marketplace. Laurie is a native Houstonian and holds a Bachelor’s Degree in Accounting from the University of Houston.

To learn more about SHR, click here.


Hotelier Indonesia

Dubai based star hotel experiences 600% growth in online business with RateTiger

Astoria Hotel endorses eRevMax solutions for rate intelligence and channel management
Dubai, 18 April 2017: A Heritage property in Dubai, Astoria Hotel, has seen exponential growth in online business with eRevMax. The hotel has experienced 600% growth in online business over the last 3 years with RateTiger channel management and rate intelligence solutions.

Astoria Hotel is a three-star property with over 100 rooms. RateTiger’s real-time connectivity with over 300 online sales channels has facilitated the property to connect to the better producing OTAs, resulting in an increase in online business share from 5% to 38% over 3 years’ period.

The Middle East is the fastest-growing region for travel with the UAE being the dominant market. With over 15 million overnight visitors, Dubai has seen double digit growth in mid-market travel segment. RateTiger solutions have enabled Astoria Hotel to maintain real-time rate and availability in OTAs based on sound business intelligence.

“Rate parity & accurate inventory management are must to maintain your property at par with your competitors, specially clusters like Bur Dubai which are very price sensitive. Being heritage property in Dubai was a tough transition period for us to market on dynamic platforms - we can say eRevMax – Rate tiger is our most important partner in this transition. We have stretched our online market to 38 % in the last 3 years due to excellent support & tools from Rate tiger. We highly recommend this product especially in Dubai,” said Alankar Borkar – Manager –Sales & Reservation, Astoria Hotel, Dubai.

“Given that Astoria Hotel primarily caters to international guests, along with midscale domestic travellers, it is important for the property to be present in global online sales channels and metasearch sites. They have leveraged our channel ecosystem to improve exposure and tap new markets. Backed by the real-time data and analytics they can now respond to market dynamics more efficiently, and optimize online revenue,” said Ali Kansou, Regional Director of Sales, Middle East, eRevMax.

eRevMax is known for its stable solutions with 99% product uptime. The company offers excellent connectivity with over 300 online channels and provides 24x7 support. Leading hotel groups including Accor, Kempinski, Elite Hospitality, Dusit Hotels and Rotana have been the company’s loyal customers over the years.

eRevMax will be present at Arabian Travel Market in Dubai from 24 – 27 April 2017. To set a meeting, contact[email protected] today.

About Astoria Hotel: Situated near shopping centres and markets, the 3-star Astoria Hotel Bur Dubai welcomes guests with 95 elegant rooms. Operating in Dubai since 1978, this hotel features traditional architecture and modern comforts. The hotel boasts ideal location in the heart of Dubai, providing access to City Centre & Burjuman Mall, Dubai Creek and Dubai International Convention and Exhibition Centre within 20 minutes'. Astoria Hotel Dubai is also placed near to Dubai Museum, The Dubai Heritage Village and Al Bastakiya. Astoria Hotel Dubai is a comfortable hotel offering rooms with Free Wi-Fi, laptop-size electronic safe, individual climate control, a work desk, flat-screen TV as well as coffee/tea makers, an electric kettle and a fridge.

About eRevMax: eRevMax is a travel technology company that helps hotels to maximise online revenue opportunities through real-time distribution, market intelligence and connectivity solutions. The company provides specifically tailored solutions within its core product brands – RateTiger, RTConnect and LIVE OS.

RateTiger product suite offers the industry’s leading Channel Manager for online distribution, Shopper for rate benchmarking. RTConnect provides seamless 2-way XML integration of channel management functionality with the hotel’s central systems. LIVE OS offers hotels a single sign-on platform to access multiple applications, while offering technology partners a chance to get in front of hotels allowing greater distribution of promotional opportunities.

eRevMax is working closely with over 300 certified channel and technology partners helping over 9000 hotels worldwide to increase revenue opportunities and streamline business processes.

For more details, please visit http://www.erevmax.com/ or contact us on [email protected].