爱尔兰管理学论文代写：酒店管理
随着酒店业的转型，收入经理的出现也开始出现。作为前台经理对库存的特别强调，它甚至形成了一份重要的营销和销售要素。“对精确的客户进行市场营销”是一项营销和销售工作。然而，在当今这个以网络为导向、快速发展的世界，收入经理的职责扩展到在他们的前办公室(Ingram,p . 1996)中管理需求和供应。从战略上转变为更深思熟虑的功能，意味着收入经理的责任在过去几十年里有了很大的扩展，并且一直持续到现在。移动贸易、有经验的客户、试探性的市场、全球市场的变化以及外部事件对ROIs的影响都是全新的。
建立品牌
尽管今天的酒店度假者/顾客们继续对价格有所了解，但他们甚至在如何选择住宿的问题上也变得更加熟悉和自信。RM应该介入，帮助经理们评估他们的一揽子折扣，以及他们的市场竞争——和那些客户正在申请做选择的相同数据。
目前，这些数据不仅包括税率，还包括客房类型、促销、套餐、餐饮计划、交易、取消和税收和服务费政策。收入管理人员应该学会实施复杂的情报系统来评估定性的评估数据，这些数据在识别潜在客户如何感知价值的过程中变得越来越重要。只有通过访问、审查和实现所有这些数据，才能使酒店自信地成为最先进的产品的基础。
关键的是，收入管理也应该尽量清晰、简洁、富有成效地与业务的各个部分进行交互(Chung、w和Kalnins,a . 2001)。结果的完整性使得收益管理的能力不仅仅是提高对书籍的比例，甚至是在商业中加入战术玩家。
爱尔兰管理学论文代写：酒店管理
With the transformation of the hotel industry has introduced the emergence of the revenue manager. As the responsibility changeover from the front desk manager’s particular emphasize on inventory, it even shaped into a job that is an important element of marketing and sales. “Marketing to the precise client at the right spot” is a marketing and sales job. However in present web-oriented, fast-moving world, the revenue manager’s responsibilities broaden ahead of managing demand and supply within their front office (Ingram, P. 1996). Transforming from an only strategic to more deliberate function signifies that the responsibility of the revenue manager has expanded radically over the past few decades, and continues to perform so till date. A mobile trade, experienced customers, tentative market, shifting global markets along with external events impact ROIs in drastically new means.
Building the Brand
Although today’s recession-faced hotel vacationers/ customers continue to be price-aware, they even are fetching ever more conversant and assured in how they make choices on accommodation. RM should step in to assist managers assess their package discounts – and their market rivalries – against the identical data those customer are applying to make choices.
In present time, that data comprises not just rates, but room type, promotions, packages, meal plans, deals, cancellation and taxes and service fees policies. Revenue managers should learn to implement sophisticated intelligence systems to evaluate qualitative review data that is growing more and more significant in recognizing how potential customers perceive value. Just by accessing, reviewing and implementing all of this data deliberately can a hotel assertively establish itself as the basis of most state-of-the-art offerings accessible!
Critically, revenue management also should maximize to clearly, succinctly and productively interact what it is performing with every segment of the business (Chung, W. and Kalnins, A. 2001). The consequential integrity makes for yield management the capability not just to enhance look-to-book proportions, but even in fact join in the business to be a part of the tactical players.
