Editorial Board   Guest Author

Ms. Ramawela

Mmatsatsi Ramawela

CEO, Tourism Business Council of South Africa

Mmatšatši Ramawela's career in South Africa's travel and tourism industry spans over 20 years. It was her curiosity as a Bachelor of Social Science and Humanities student at the University of Cape Town, which sparked her interest in the industry. After graduating, she started her career in Cape Town within the FMCG manufacturing sector and later moved to the retail sector in packaging, merchandising and buying whilst pursuing her interest in the sector in her spare time. In 1994, she moved to Johannesburg and joined the Small Business Development Corporation (now Business Partners), in the development finance sector but kept her focus on the tourism industry, training as a tour guide for Gauteng, Limpopo and the North-West provinces (states) of South Africa. She later joined the National Parks Board (now South African National Parks) in 1996, taking charge of the Marketing the country's 22 national parks and led the organisation's brand name change in line with the country's democratic dispensation. It was her experience at SANParks which taught Ramawela the role and importance of South Africa's rich natural heritage (biodiversity).

Ms. Ramawela can be contacted at 27126640120 or exec@tbcsa.travel

Coming up in October 2020...

Revenue Management: Maximizing Profit

Hotel Revenue Management continues to evolve at a blistering pace. Driven by technological innovation and new distribution channels, there are some dynamic opportunities for expansion in this fast-growing field. The technology is primarily designed to help revenue managers further refine their operations and pricing models to maximize hotel profit. For example, hotels can't be all things to all people, so a key strategy is to precisely identify their target audience. By employing geo-targeting techniques and analyzing behavior such as previous bookings, on-property purchases and online shopping practices, there is an increased capability to define guest demographics. By segmenting customers in more specific ways, hotels are able to create more personalized experiences which, in turn, allow managers to optimize their room rates. It is also an effective way to fulfill the unique needs and preferences of the individual. Another methodology is to consistently monitor the competition's pricing strategies. There are software tools that analyze a competitor's current rates, and then allow a hotel to make its own pricing adjustments. It is also a useful means to conduct forecasting models. Other technologies that are being integrated into a revenue manager's toolkit include Artificial Intelligence in the form of automated algorithms, and Voice Recognition (VR) for data inquiries, rate changes, and booking behavior. Predictive and analytic software programs are also being leveraged to provide more forward-looking data, instead of the usual reliance on historical performance. These metrics allow managers to be more proactive - rather than reactive - with their revenue strategy. The October issue of the Hotel Business Review will examine these developments and report on how some leading hotels are executing their revenue management strategies.