Key operational indicators of hotel activities. Calculation of key indicators in the hotel business How to calculate the average hotel occupancy from the plan

Fig. 18 Typical production organizational structure of the room service.

Figure 18 shows a diagram of the organizational structure of the hotel room service.

Reception service is a service with which the guest is in contact from the moment of arrival, during his stay at the hotel until check-out and check-out. This service is headed by a service manager, whose subordination includes: a doorman (only 4-5 star hotels), pages, baggage handlers, elevator operators, concierges. In addition to the tourist’s first impression of the architecture of the building and the interior of the lobby, the impression of the meeting, the speed and clarity of the design will largely depend on the impression of the hotel and the quality of future services.

The requirements for the interior of the lobby, where the reception and accommodation service is mainly located, are related to the location of the reception desk. The counter should be located closer to the entrance in line of sight for the incoming guest. All employees behind the counter must be of impeccable appearance. In advance of guests' arrival, the receptionist receives a report from the reservation department with processed applications. In large hotels, information about rooms ready for occupancy is located in a computer database. The receptionist has a board with keys to the rooms, under which there are boxes for letters and other correspondence for guests. After paying for the room for the stated period, an invoice is opened for the guest, which he pays upon departure. The guest's details are entered into a guest database, and upon return arrival, this information is passed on to the service staff, who know the past requirements of that guest and prepare for them.

Individual services are provided to guests by concierges who purchase tickets for the guest to museums, theaters, concerts, excursions, book train or air tickets and other services. One of the functional units of the reception and accommodation service is telephone operators. Telephone sets have a push-button device with fixed numbers on each button, which allows you to instantly contact any subscriber in the hotel. This division is a kind of information center of the hotel. A guest’s request can come into it, which is immediately forwarded to an employee for execution. Voice information is recorded and monitored by service management.

Cash department This division, which is part of the reception and accommodation service, has a double subordination. As an employee dealing with finance, the cashier reports to the chief accountant, and as an employee of the reception and accommodation service, to the head of this service. The cashier performs the usual operations for an employee of this profession: accepts payment from the guest for hotel accommodation and checks out the guest upon departure from the hotel, invoicing him for the use of additional services and food services, compiles a financial report and transfers the money to the central cashier.

Night auditor in addition to performing the functions of a receptionist at night, sums up the work of the reception and accommodation service for the day shift, generates a report on the occupancy of the hotel on the composition of the checked-in contingent of guests and errors made by the services recorded in the log.

Reservations Division Service for guests who pre-book hotel rooms begins with the submission of an application (pre-order of a specific hotel room for a specific period, with specific conditions). Applications are accepted verbally by telephone or by fax, e-mail or through the GDS satellite system (global distribution system), with full details of the future guest. The customer receives confirmation of receipt of the application with notification of the conditions that the hotel can provide to him. If a guest reports a cancellation, their request is immediately canceled in order to put the room up for sale. If a guest makes an advance payment in the amount of 50 or 100% of the cost of a daily stay at the hotel, he is provided with a guaranteed reservation.

Methods for increasing hotel income belong to the IT program “Yield Management” and are aimed at optimizing the pricing policy of hotels.

In addition to traditional booking methods that guarantee the provision of the ordered room and booking without guarantees, many hotels use an overbooking system, the mechanism of which is to record by a computer program booking statistics accumulated over past periods, including cancellations of reservations or failure of clients to show up at the hotel within the stated period , followed by analysis of this data and making a decision to increase the number of rooms sold in a volume exceeding the volume of the hotel’s room stock. According to statistics, in European hotels the percentage of refusals and no-shows does not exceed 3%; in Russian practice it sometimes reaches 10%. In this case, the hotel can increase the volume of room sales by exactly this percentage. For example, if statistics show that over a period of time in the past, the average no-show rate of guests is 5%, then you can increase the acceptance of reservation requests by that 5%. As calculations show], in reality the number of rooms sold in excess of the volume of the room stock does not exceed 3-4 rooms according to European standards. Using this booking procedure, the hotel insures itself against current actual under-occupancy and loss of part of the income. In Russian practice, this method is rarely used.

Another method is based on the use of forecasting the sales price of rooms also on the basis of occupancy statistics for reservations of previous years. This method establishes periods of discounts and surcharges on the price of rooms by superimposing the real curve for a given period of the relationship between the number of requests for a reservation and time on the same curve, but built based on data from several past years. Figure 19 shows an example of room price forecasting using the Booking Curves method.

The areas formed from the intersection of the statistical line in the figure with the actual one show the moments when the room rate can be reduced or increased. It should be noted that such graphs are constructed separately for numbers of each category. The statistical line on the graph is based on long-term analysis of hotel room bookings. The actual curve reflects the actual situation of booking rooms for a certain period.

reservations

Statistical

Actual

10 20 30 Booking time (days)

Fig. 19 Booking curves

Intersection area 1, located below the statistical line, shows a decrease in the volume of bookings, and therefore, this is a signal from the administration about the downward trend in occupancy and the possible downward adjustment of the price per room to improve the situation, and vice versa, if the actual curve is higher than statistical area 2, then the price per room can be increased as the load increases.

In modern large hotels for large volume processing

Statistical forecast data is used by automated forecasting systems, which include a specialized Topline-Profit business analytics module, which allows decisions to be made based on accurate data while reducing the risk of errors. At the same time, it is possible to conduct daily comparisons with competitors in terms of the effectiveness of the pricing policy used in hotels.

The hotel company receives the bulk of its own funds from the sale of rooms. Therefore, the ability to manage the number of rooms is a vital part of the economic policy of a hotel enterprise. Information management plays a huge role in this problem, in particular about the state of the hotel services market and the amount of demand. Possession of this information is the key to successful hotel operations.

Enterprises in the hospitality industry, as well as many transport companies, have long come to the conclusion that in order to increase income, a unified information system for managing the demand for services is necessary.

There are three main points in determining demand or information about the client and the market for hotel services. This is information: about the accommodation market; about the ability of the services market to satisfy this demand for a given period of time; – about the dates of arrival of individual guests.

All this information is necessary to build a pricing policy for hotel services. The service provided by hotel enterprises, however, like transport services, is a so-called “perishable product” that must be sold at a certain time, therefore hotels must pursue such a pricing policy that, using flexible pricing tactics, they strive to sell as much as possible rooms with maximum benefits. To solve this problem, when concluding contracts with travel agencies, individual guests and corporate companies, managers must offer various discount systems in accordance with the specific current situation in the accommodation market.

Hotels are interested in offering each client a room at prices that would satisfy each client and the hotel company itself. The same numbers can be sold at different prices. Tourist groups make up the majority of consumers of hotel services. Applications from travel agencies for room reservations are submitted in advance and enable the hotel to receive an advance payment in advance. For tourist groups, a discount price is usually set, which depends on the length of the booking, on average up to 10%. Corporate hotel clients receive an even larger discount of up to 15% on average, since their applications are submitted for a longer period, sometimes six months to a year. Therefore, managers of the sales department of a commercial service must take these preferences into account when concluding agreements for the sale of rooms. When selling rooms to individual or transit guests, the price for the same rooms is usually the maximum, but the longer the guest stays in the hotel, the more significant the discounts are given to him.

Sometimes, when choosing the most effective price, they use the calculation of profitability from the sale of rooms based on its average values, using a known dependence for this. It is known that a hotel’s profitability from the sale of rooms is a product of the hotel’s occupancy and price efficiency.

Wed. price (rooms sold)

Price efficiency = 100%

Maximum price

Example. Let's say: the maximum price for a room is 2000 rubles;

average tariff 1000 rubles; load is 50%, then the profitability will be equal to 50/100·1000/2000 = 25(%), The remaining 75% is lost income. Conclusion - the selected price range is not effective. If the average price is raised to 1,500 rubles, then the profitability will increase to 37.5%. If this is the price limit, you must strive to increase the hotel's occupancy.

An example of another method of increasing income is presented in (Tables 11 – 13). Let's assume that the hotel received 150 requests for room reservations. The hotel has only 100 rooms. What should the reservation department do?

Table 11

Number of booking requests

Table 13

Second option for selecting applications

Rice. 20. Profitability from selling rooms at a fixed price

Options for using flexible prices when selling rooms can be presented graphically. If you sell rooms of the same category at a fixed price, then the possible lost income can be large.

By applying a policy of flexible prices when selling rooms, you can significantly increase your income.

The room sales manager (receptionist) must be a bit of a psychologist in order to intuitively determine, by the appearance and nature of the guest’s behavior, his sensitivity to the price of a hotel room and, in accordance with this, offer him this or that room, explaining the price change with increased comfort. There are guests who are not sensitive to the cost of the room; the receptionist can offer them a room at a relatively higher price, taking into account the greater comfort of their stay, for example, the room is located in a quieter place with a good view from the window. Discounts and comfortable rooms are provided to regular guests and members of the loyal guests club.

Tariff, rub. Lost income 1500 Social 500 preferences Number of rooms 100 D = (1500·25) + (1000·25) + (500·25) = 37500 + 25000 + 12500 = 74500 (rub.)

Fig. 21 Income when using flexible prices per room

Finally, there are guests who are sensitive to the cost of staying at a hotel; they do not have to choose; they pay the currently set price for the room. The remaining rooms, at the discretion of the administration, can be sold to guests taking into account their social preferences or put up for rebooking.

Room Service Division– the staff of this department, along with the department of reception and accommodation of guests, is the main link in the guest service chain, influencing his satisfaction with the conditions of his stay at the hotel. It is the employees of this division of the room service that maintain the level of comfort in the rooms, as well as in the corridors and rooms for meetings and collective events of the tourist group. In terms of personnel, this is the largest division. Subordinate to the manager of this unit are maids, whose functions include daily (intermediate) cleaning of rooms occupied by guests, and after guests check out (general cleaning). Booked rooms are cleaned first, then rooms from which guests have just checked out, and only then rooms where guests are staying. The senior maid supervises these works and draws up cleaning schedules. Depending on the type of hotel, the cleaning rate is about 16-20 rooms per shift. The quality of room cleaning is checked by the senior maid or controller (supervisor). Cleaning of corridors and other non-residential premises is carried out by cleaners, sometimes using special cleaning mechanisms. This unit also includes a housekeeper, who is responsible for issuing clean linen and receiving dirty linen, as well as a laundry. Room stock statistics Statistical information on the use of room stock and hotel income from the sale of room stock is provided to the hotel management by the night auditor. In addition to the total daily revenue, the report may include the following data:

Hotel occupancy information:

1) percentage of hotel occupancy for a given period.

Number of rooms sold

Number offered for sale

2) the percentage of multiple occupancy shows the occupancy of the rooms, it is necessary to determine the placement of personal hygiene items and additional beds in the rooms.

Number of guests – number of rooms sold

Number of rooms sold

3) the number of guests per room sold is necessary to determine the potential load of the restaurant providing meals to guests.

Number of seats

2) Income generated by one seat in a restaurant

Income from the sale of food and drinks

Number of coverings (overlaps)

By cover we mean the number of guests served; by cover we should understand how many times during the operation of the restaurant one seat of the restaurant is used. For example, the number of seats in a restaurant is 100, and during the day the restaurant was visited by 200 visitors, then the number of overlaps will be 2 (two)

Control questions

1. What is revenue management in the hospitality industry?

2. What methods can be used to manage hotel income?

3.What is the pricing policy of hotel enterprises?

4. What reservation methods do hospitality businesses use?

5. What is the hotel rebooking method?

6. What is the importance of forecasting in the hospitality and tourism industry? What information is used when making forecasts in the hospitality industry?

7. What divisions are part of the room service?

8. List which units are included in the reception and accommodation service and what functions do they perform?

9. What is the composition and functions of the room service department?

10. What indicators are used to determine income from the sale of rooms?

11. What indicators are used to determine income from food service outlets?

What is in the textbook:

Кз= x 100 (\%);

The average price of a hotel room determines the success of the receptionist service in selling cheap and more expensive rooms (TSR):

This indicator expresses the occupancy of the hotel, taking into account the number of guests per room sold:

Average number of guests per 1 room sold =

Since the maid service is the largest service in the room stock, many hotels use an indicator such as:

Average number of rooms cleaned per day =

The double load factor is necessary for enterprise load planning (Kdz):

Kdz = x 100(\%);

The bed occupancy indicator allows you to estimate the occupancy of hotel rooms (Kzkm):

Kzkm = = x 100(\%)

All these indicators are usually calculated over a certain period of time:

Per day;

For a month - on a certain date;

For the year - at the end of the year.

What Grashin said:

1. Number of bed days. Indicates the possible capacity of the hotel with 100% use of all inventory spaces available to the hotel in the planned calendar period. This indicator does not give an accurate idea of ​​the hotel's capacity, because... Hotel beds are very rarely 100% used. Formula:

Ktot = Mi × Dg,

where Total – total number of bed days;

Dg – number of days of use of places during the year.

2. Bed capacity. Characterizes the state and development of the material and technical base of tourism and determines its capacity in a given country (region). Formula:

Mk = (Kg × 365) + (Ks× t),

where Mk is the bed capacity;

Kg – number of beds for year-round use;

Ks – number of beds for seasonal use;

t – number of days of seasonal use.

3. Hotel capacity. Indicates the number of places that will actually be in use during the calendar period, taking into account technically permissible downtime (sanitization, repairs, etc.). Formula:

Ps = Kotosh – Pr,

where Ps is the hotel capacity;

Total – total number of bed days;

Pr – downtime for scheduled repairs.

Downtime for scheduled repairs (PR) is determined taking into account the fact that the cyclicity of planned repairs of hotel rooms is five years, and the average duration of repairs of one hotel bed inventory is 10 days. Formula:

Pr = Mi / C × P,

where Pr – downtime for scheduled repairs;

Mi is the number of inventory places in the hotel;

C – cyclicity of hotel room renovation;

P – average duration of repair of one bed.

4. Load factor. An indicator characterizing the use of hotel resources. Formula:

Kz = (Npr k/s / Ps)× 100%,

Ps – hotel capacity.

The number of bed days sold by a hotel during a certain period is determined by the formula:

Npr k/s = Г × t,

where Npr c/s is the number of bed days sold during a certain period;

t is the average length of stay of one person in a hotel.

The calculation of the load factor can be based not on bed days, but on inventory spaces (or numbers). In this case, the formula looks like this:

Kz = (Npr n / Nn) × 100%,

where Кз – load factor;

Npr n – total number of sold rooms (or places) for a certain period;

Nн – number of rooms (or seats) offered for sale over a certain period.

5. Multiple loading factor (double loading). An indicator that determines the proportion of rooms occupied by more than one person. Formula:

Kmz = (G - Npr n) / Npr n × 100%,

where Kmz is the multiple loading factor;

Г – number of guests staying;

Npr n – number of hotel rooms sold.

6. Average number of guests per room sold. Formula:

Gn = G/ Npr n,

where Gn is the average number of guests per room sold;

G – the total number of guests staying at the hotel in a given billing period;

Npr n – number of numbers sold.

7. Seasonality factor. Formula:

Ks = (U1 / U)× 100%,

where Kc is the seasonality coefficient;

U1 – average level of volume of services sold for a particular month,

U – average monthly volume of services sold for the billing period, rub.

8. Rate of provision of additional paid services to hotel residents. Allows you to identify the need of hotels for additional paid hotel services, the demand for which has not yet been fully satisfied. Formula:

Kdu = (Zo / Zn) × 100%,

where Kdu is the coefficient of provision of additional paid services;

Zo – number of completed orders;

Zp – the number of applications submitted for each service.

9. Coefficient of provision of additional paid services. Shows how much income one sold room brings to the hotel on average in the form of sales of additional services. Formula:

Kdpu= W/N,

where Kdpu is the coefficient for the provision of additional paid services;

W – revenue received for the provision of additional paid services;

N – number of rooms occupied by consumers of paid services.

10. Average cost of a hotel room. Formula:

SMsr = W / Npr k/s,

where SMav is the average cost of a hotel bed;

Npr c/s – number of bed days sold during a certain period;

W – hotel revenue.

» Vladimir Kostyra.

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In order to plan a sales policy in the hotel business, the manager must pay attention to the following indicators:

1. Room Revenue - sales revenue for the number of rooms.
2. Occupancy - occupancy, occupancy or occupancy of a hotel.
3. ADR (Average daily room rate) - average price per room or night.
4. RevPAR (Revenue per available room per day) - room revenue per room.
5. RevPAC (Revenue per Available Customer) - room revenue per guest per day, month, year.
6. Double Occupancy - the average number of guests in a room.

These indicators help you understand two things: where the business is heading and where it is relative to other market players.

1.Room Revenue

The indicator is calculated as total revenue from the hotel room stock minus taxes and food costs. Measured in rubles. Commissions paid to extranets or travel agencies are also deducted.

2.Occupancy

There should be no problems with calculating the first two values. The remaining indicators seem to be the most interesting, since they contain certain hotel operating processes. Let's start with the ADR metric.

3. ADR (average price per room)

Hotels are not sold at one base rate. It all depends on the season, on whether the hotel uses dynamic pricing, what special offers it offers, whether it has corporate clients, and so on. In other words, we need to respond to the market, which means experimenting with tariffs.

ADR is equal to the revenue from the sale of rooms divided by the number of rooms sold. This way we get the price at which we sold it, taking into account all the discounts. Measured in rubles.

Factors that influence ADR:

• Competitive environment.
• Seasonality.
• Activity (dynamic tariffs, promotions).
• Inflation.

4. RevPAR (average revenue per room)

RevPAR is one of the most important indicators, as it embodies your entire sales policy. RevPAR is equal to the revenue from the sale of rooms divided by the number of all rooms in the hotel. In other words, RevPAR is equal to ADR times occupancy. Measured in rubles.

What does sales policy have to do with it? The same RevPAR can be obtained by selling at a high price, but with low occupancy, or vice versa - by selling more rooms at a lower price.

It is important to monitor very closely how RevPAR changes within a hotel. This metric shows how well a business is performing. Ideally, RevPAR should continually grow.

Let's look at an example:

• Hotel - 200 rooms.
• Revenue for the year is 40 million rubles.
• RevPAR: 40 million rubles / 365 days / 200 rooms = 547.9 rubles.

For example, now the hotel has completed 30 rooms:

• Hotel - 230 rooms.
• Revenue for the year is 45 million rubles.
• RevPAR: 45 million rubles / 365 days / 230 rooms = 536 rubles.

The indicator has decreased. What can be concluded? The decline in RevPAR may be due to:

• With falling demand.
• With the entry of a new player into the market.
• With the fact that the market did not need to complete the construction of 30 rooms.
• With the reluctance of guests to pay a higher price.

There are other factors - the reasons for changes in RevPAR are important to constantly study.

5. Double Occupancy

This indicator is taken into account when forming the budget. We know how much, on average, guests spend on additional services; accordingly, we can assume how much income we will receive for a particular load.

Let's say your Double Occupancy is 1.3. At some point you noticed that it became larger and reached 1.6. What does it mean? On the one hand, we can say that the number of residents has increased and there is nothing bad about it. On the other hand, we should be interested in what RevPAR is - has it become higher or lower.

All indicators need to be read in context with each other. It cannot be said that an increase in the average number of guests staying is definitely a positive thing. Perhaps these clients are insolvent, which means the business stops making money on additional services.

6. RevPAС (revenue per guest)

This indicator smoothly follows from the previous one. RevPAС is equal to the total revenue (including meals, accommodation, additional services, taxes) divided by the number of people staying in the hotel. Measured in rubles.

RevPAС well defines the work of administrators or other managers who sell additional services. The higher the RevPAС, the better the employees perform. This indicator is often used as a KPI.

Let's look at another example:

• Hotel - 200 rooms.
• ADR = 4 thousand rubles.
• The average number of days in a month is 30.
• The cost of food is 500 rubles per person (included in the cost of living).
• The average number of people in a room is 1.3.

• Number of people per month = 200 x 1.3 x 30 x 0.57 = 4,446 people.
• Income from accommodation = 4,000 x 200 x 30 x 0.57 = 13,680,000 rubles.
• Income from food = 500 x 4,446 = 2,223,000 rubles.
• Total income = 2,223,000 + 13,680,000 = 15,903,000 rubles.
• RevPAС = 15,903,000 / 4,446 = 3,576.9 rubles.
• RevPAR = 13,680,000 / 30 / 200 = 2,280 rubles.

By changing the basic values ​​(occupancy, cost of food, average number of guests in the hotel), you can plan and determine how the hotel wants to be sold: which segment is better to choose and how much can be received from this segment.

Conclusion

The hotel business, like any other, cannot exist effectively without regular monitoring of quantitative data. In addition, it is important to measure indicators not only at the end of the month. Ideally, data should be decomposed by days and weeks. This way you can always keep your finger on the pulse and instantly respond to changes in the market.

You also need a powerful motivation system. Without this, it is quite difficult to initiate an increase in sales of additional services. And the employee who does this must see his benefit in this.

To make money during a crisis, it is not enough to reduce expenses - you need to increase income. Hoteliers will benefit from dynamic pricing, smart marketing and increased customer loyalty

​Focus

In the hotel market, sales departments often work “with everyone” - the hotel does not have a clear positioning and its own established niche in the market. And in this case, it is extremely difficult to compete, bargain with clients, justify the price, and your competitive advantages. By highlighting its own market segment and, accordingly, the format of the target audience, the hotel will be able to offer the best price in its segment and win in the competition for groups and private requests. In our practice, there was an example when a mini-hotel in St. Petersburg, opened like many other objects of this kind, without a clear focus, becoming “family” (services were added to accommodate families with children), increased sales by 21% mainly through direct bookings.

Do clear online promotion

In difficult economic conditions, you cannot cut your marketing budget. Marketing is an investment that is sure to lead to increased sales and income. First of all, this is advertising on the Internet. Contextual advertising, indirect and direct requests, geotargeting management, reducing the number of synonyms and non-targeted requests, changing sites to customer requests, creating landing pages, communicating on the site with potential guests and much more. In our practice, there have been cases when clear online promotion led to an increase in direct bookings by 50%.

Connect new sales channels

Oddly enough, hotels often work the old fashioned way: two or three key travel agents, two or three key corporate partners, one or two online platforms and their own website - that’s all that generates sales consistently over a long period of time. However, there are many other partners and sales channels that can bring new customers. It is necessary to set the sales department the task of studying competitors' clients, studying your guest base in order to find those groups that were not previously paid attention to. And do this not just once, but every month, quarter, year. We had experience when a three-star hotel chose a new sales channel - wedding agencies and portals. Concluded relevant agency agreements, compiled a package of documents and promotional materials and placed them in the offices of new partners. This led to bookings of new banquets in the first three months after the launch amounting to more than 3 million rubles.

Increase guest loyalty

Everyone knows that attracting a new client is three to five times more expensive than retaining an existing one. Therefore, the most obvious way to reduce the cost of attracting customers is to actively work with old guests, turning them into loyal guests. Convert every visit and online booking into subsequent purchases directly. It is necessary that the guest is satisfied and remembers the hotel. A hotel loyalty program is, first of all, not discounts, but the opportunity to book a room when they are not available anywhere, choose the same room whose window you liked during your previous visit, get a robe and slippers in a category in which this is not standard, or get a room upgrade when you don't expect it. After all, the Pareto principle also works in the hotel business: 20% of guests bring 80% of the income, and the remaining 80% bring only 20%.

At the request of one of the hotels in Voronezh, we compiled a database of guests who were loyal five years ago, but do not visit the hotel now. A sales representative called each of the 62 clients included in the sample with congratulations (the promotion was timed to coincide with the holiday) and a mini-survey: why does the client no longer use the hotel, what is he dissatisfied with, what is he using now? Within two months of calling, 21 clients made reservations. In another case, a country hotel introduced the practice of surveying its guests on check-out, asking them to book their next visit. Conversion into bookings was 8% of the surveyed guests, and into arrivals - 5.5%.

Diversify prices and services

Dynamic pricing in the current conditions is becoming not just a nice marketing ploy, but a vital skill for the sales department of any hotel. It is necessary to adapt the specific price, and not the size of the discount, to the level of demand, competition, loading of the tariff that is declared in different sales channels. Flexible management of indicators: how many people are booking, for what period, are you ready to pay immediately, is food or transfer needed, what target audience does the client belong to - all this will allow you to present the best price to this particular segment and increase the total average cost of a room sold by 16- 18%.

Review hotel standards to ensure they best match guest needs, demand and rate. If your hotel sells a room for 5000+ rubles. per day and according to the standards offers all guests a robe and slippers upon arrival, then if the rate is reduced to 2000 rubles, for example in the low season, you can remove the robe and slippers from the rooms by placing a sign “If you need a robe and slippers, we will We’re happy to provide them for free.” Product consumption and washing will be reduced by at least 50%, but the service will remain. The same can be done with different cotton swabs, caps, combs, shaving accessories, etc.

Manage the price of an hour of employee work

Remove as many employees as possible. Outsourcing is not difficult. The main principle is that staff costs should not exceed 30% of the hotel’s turnover. Involve as many employees as needed at the moment. For example, if four people are needed to serve breakfast, then let these be employees who come to work only in the morning. All non-operational services need to be critically shaken up for the possibility of being outsourced and receiving their services upon request. Thus, a hotel located in the center of Novosibirsk, having introduced the principle of hourly work of employees in the food service in accordance with the workload of the restaurants, reached an indicator of 18% of personnel costs in the food and beverage department.

Conduct an audit of engineering systems

This can be done either by the supplier of equipment installed in the hotel (water consumption audit, for example, offers Grohe), or by an independent service. Within 200 thousand rubles. you will be offered solutions that will allow you to save on utilities. The result will most likely easily cover the cost of the audit. For example, to save water, you may need to replace just a few adapters, or to reduce electricity costs, you may need to change light bulbs and install motion sensors.

Elena Lysenkova CEO of Hospitality Income Consulting

The hotel season is in full swing, but you still have few visitors? A new hotel opened across the street and immediately attracted your clients? No, this doesn't mean we need to close, it's just time to improve the hotel.

Read the material to learn how to improve your hotel and increase its profits to make your business prosperous.

First way: improve the condition of the hotel

Perhaps the small hole in the wall that your son punched at the age of 9 brings sentimental tears to your eyes, and the coffee stain on the wall is not a stain at all, but evidence of a passionate marital relationship, but the guests are not interested.

Don't give them a reason to doubt the level of your hotel. Update your renovation regularly and follow current design trends.

Try to decorate your rooms in an original way to break away from the typical hotels.

Method two: create a reason to visit the hotel

One day, in a small restaurant in Baden-Baden, the orchestra began playing a waltz by Johann Strauss. Today this would not surprise anyone: “well, of course, you have to eat while listening to music.”

But then the visitors were completely delighted, because it was literally the first time they had thought of serving such a sophisticated sauce. A couple of years later, hotelier Caesar Ritz, founder of the Ritz Hotel and Restaurant, was known to literally everyone.

Since then, European rentiers have religiously observed the principle: the hotel is the center of cultural life. Anything that makes you bored is not for the eyes of guests.

What role does this principle play in the modern hotel business?

Help a music group concert so that fans come and stay with you. Celebrity autograph session? Why shouldn't she go to the hotel?

If you know a reason that will attract customers, tell us about it. All significant and high-profile events will ensure an increase in hotel profits.

Another way to improve your hotel: make something out of nothing

It is possible that there is no worthwhile reason. The main season is noisy, the tourists have left, and the local poster reports that the next concert/football match/comic book festival is in two years. What to do?

Create suitable occasions yourself.

Part of the income of American and European hotel companies comes from special weekend tours, often timed to coincide with a generally accepted date.

Tasting wines from local wineries, celebrating Valentine's Day or St. Patrick's Day (more than 45 thousand people celebrate it in Moscow alone) are suitable.

How to organize? This could be a one-time contract with an event agency or any other company that is no less interested in new guests than you are: a museum, an exhibition, even just a store or pub.

But support from your side will not hurt either. For example, it could be a full-time or specially hired designer or artist who will create a thematic exhibition.

If the theme of the event suits the hotel, form a permanent partnership. Several successful “Architect Days” that really attracted tourists are already a tradition, which implies extraordinary conferences and conventions that will increase the hotel’s occupancy several times.

Of the minuses: event agencies are usually heavily constrained by the budget. Pros: this approach works, does not bring unnecessary risks and does not require special investments. And finally, the banquet hall will no longer be idle.

Method four: Offer your guests something new

Vacationers not only sleep in their rooms or walk around the city. Many of them are ready to have fun with what the hotel has to offer. Allocating an area of ​​40 or 60 square meters for a classic hotel is not a problem, but this area will perfectly accommodate a questroom with all the equipment.

Use not only someone else's franchise, fashion for it comes and goes, but also your own scenarios, places and adventures. Charge a nominal fee for entertainment. A high price will scare away guests, but a low price, especially coupled with a really interesting quest, will significantly increase the hotel’s profit.

If your budget allows, hire a decorator to create an attraction or escape room that matches the style of the entire hotel. Or sublease the space to a company that suits you.

It is advisable that the quest is not one-time only. Sports-type competitions, which are still gaining popularity, where a team tries to surpass the result of another team or improve its own, are much better suited.

Hotel Improvement Method #5: Give Guests an Incentive to Return

Don't forget to use your old customer base. If you've been in business for several years, a well-designed loyalty system will be more useful than marketing to new customers only.

For example, business trips have nothing to do with seasonality. If you enter into a corporate contract for ongoing service with several companies, you will reliably increase the hotel's occupancy.

Finding such clients is not difficult: as a rule, the payment for the vacation in this case is made by an organization, not an individual. Moreover, non-cash payments are used.

Similarly, pay attention to any group trips and develop interesting offers for joint recreation. The team that once went to a resort or corporate event outside of the “hot” time will come next year if you manage to interest them.

And don’t forget that occupancy increasingly depends on how the hotel is presented on social networks and on popular booking sites: a lot of positive reviews with beautiful photographs of clients has been and remains the main key to success!