RevPAR, the Constantly Moving Target Revenue Management Strategies in a Recession

By Jean Francois Mourier Founder & CEO, RevPar Guru Inc. | June 06, 2010

Desperate times for call for desperate measures. For almost 12 months, we have seen and increasingly, felt the knock-on effect of economic strife en mass. At first on our shores and then abroad, like an airborne virus, the financial meltdown and ensuing panic spread quickly, affecting every facet of our lives. And today, that malaise has infected the hotel industry to its very core.

As the hotel industry struggles to keep its proverbial head above the deep recession waters, the matter of effective revenue management becomes more critical than ever. Hoteliers want to know, in such a depressed climate, what revenue management strategies will work most successfully? After all, RevPAR is a driver in any hotel's profitability. Times like these require greater efficiencies across all operational aspects such as continuously improving customer relationships and boosting loyalty initiatives, to improving direct marketing programs and not cutting back on service. None of these, however, can be sustained without optimizing cost centers and profits. And on that basis, effective revenue management becomes an operational imperative, not an option or something to think about.

Can't stop now, but there's no going back

Firstly, it must be understood that there is no panacea for the industry at large. What is certain is that there is no going back. With more write-downs and declines expected (PKF just released its March 2009 report to reflect a 13.7% drop in RevPAR this year (1), the question becomes "what do we do next?" Why not start, then, with optimizing RevPAR by updating and implementing a robust revenue strategy that is pro-active, instead of reactive?

Opposites attract, but not when it comes to pricing

With supply and demand moving in opposite directions, it seems counterintuitive to adopt a strategy that is based largely on price moving in only one direction - down. That, unfortunately, is a very short-term, short-sighted approach adopted by some managers right now, as they deal with hanging onto existing market share. What revenue managers must consider before embarking on discount combat - because that's what it is - is how these short-term actions will ultimately impact the long term value and brand of their hotel. And of course, margins. Savvy operators will look for ways to do away with discounts, especially on high value products and services - without sacrificing margins, even in a downturn. So stop running after unrealistic revenue goals with price wars. Remember that in any war, there can be only one winner, if at all.

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Human Resources: An Era of Transition

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