The Evolution of Revenue Management - What Generation is Your Revenue Manager?

By Bonnie Buckhiester President, Buckhiester Management Limited | October 07, 2018

Webster's Dictionary defines 'generation' in various ways. One definition is…"all of the people born and living at about the same time, regarded collectively". Another is…"a group of people of similar age involved in a particular activity." Although the discipline of revenue management in hospitality is arguably only about 30 years old, the industry is quickly (and somewhat painfully) breaking in its third generation of revenue managers. And like human generations, the skills and experience of one cohort are quickly being made obsolete by the next generation. So, let's examine this evolution.

In the early 1990's revenue management in hospitality was in its infancy. Managing demand was largely manual, few hotels operated with revenue management software systems, and the industry gleaned what it could from other sectors such as airlines. The position of revenue manager did not exist. Sales did their thing; reservations and front desk did their thing; and central reservations did their thing. Somehow it all worked and revenue optimization was believed to be achieved. Of course, data benchmarking too was in its infancy, so there were more limited ways to measure success.

Then along came the Internet. Although researchers had begun in the 1980's to assemble a "network of networks", the modern Internet really emerged in 1990 when the computer scientist Tim Berners-Lee invented the World Wide Web (WWW). A year later, in August 1991, the WWW became publicly available and by 1995 the Internet was fully available to the public and subsequently commercialized.

So, you may ask what's this have to do with revenue management and generations of revenue managers? Well, at the risk of over simplifying the progression of events, the dawn of yield management (I won't call it revenue management just yet), at least in North America, came on the heels of the Internet revolution. Suddenly, hotel room inventory started appearing online and prices that used to be opaque, accessed only by a phone call, a formal proposal, or a visit to a hotel…became totally transparent. In fact, hotel teams were constantly surprised (and in some cases horrified) to find their inventory all over the Internet, on websites they didn't even recognize, much less authorize.

Hotels began to realize that managing inventory was precipitously far more complex. This level of complexity required dedicated time to manage and thus the role of revenue manager emerged. In many cases a property level Reservations Manager or Supervisor was unceremoniously given the title of Revenue Manager and told to go "figure it out". This first generation of revenue managers was largely self-taught, still expected to run Reservations, and in many cases ill-equipped to handle the tasks of the intricate and complicated world of online distribution.

By this I simply mean that the traits of a good reservationist and those of a good revenue manager were inherently different. In my experience, good reservations personnel thrived on the people part of the job; high on empathy and extremely service-oriented. They were not necessarily highly analytical, numbers-oriented, somewhat dispassionate individuals…often seen as good traits for a successful revenue manager. Now, I appreciate that I'm taking the liberty of generalizing these job traits, but the truth is many of these individuals did not succeed as revenue managers. Of course, some did and in fact it is these people who form the backbone of the second generation of revenue directors.

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Coming up in June 2019...

Sales & Marketing: Selling Experiences

There are innumerable strategies that Hotel Sales and Marketing Directors employ to find, engage and entice guests to their property, and those strategies are constantly evolving. A breakthrough technology, pioneering platform, or even a simple algorithm update can cause new trends to emerge and upend the best laid plans. Sales and marketing departments must remain agile so they can adapt to the ever changing digital landscape. As an example, the popularity of virtual reality is on the rise, as 360 interactive technologies become more mainstream. Chatbots and artificial intelligence are also poised to become the next big things, as they take guest personalization to a whole new level. But one sales and marketing trend that is currently resulting in major benefits for hotels is experiential marketing - the effort to deliver an experience to potential guests. Mainly this is accomplished through the creative use of video and images, and by utilizing what has become known as User Generated Content. By sharing actual personal content (videos and pictures) from satisfied guests who have experienced the delights of a property, prospective guests can more easily imagine themselves having the same experience. Similarly, Hotel Generated Content is equally important. Hotels are more than beds and effective video presentations can tell a compelling story - a story about what makes the hotel appealing and unique. A video walk-through of rooms is essential, as are video tours in different areas of a hotel. The goal is to highlight what makes the property exceptional, but also to show real people having real fun - an experience that prospective guests can have too. The June Hotel Business Review will report on some of these issues and strategies, and examine how some sales and marketing professionals are integrating them into their operations.