Dinamično določanje cen in vzvodov za ustvarjanje dodane vrednosti v sektorju turizma. Prezentacija je bila predstavljena v okviru 19. slovenske marketinške konference 2014 v Portorožu.

1. Dynamic pricing and
value generation in
hospitality sector
Slovenian Marketing
Conference
Jan Kamenicek
Regional Director
Eastern Europe
5/30/2014

2. 5/30/2014 2
Agenda
Specifics of service/hospitality operations
Challenges hospitality companies face in pricing
Tools available to hospitality sector helping understand
and predict demand
Solutions hospitality companies should use to
implement efficient pricing decisions

3. Hospitality sector
specifics
5/30/2014 3

4. 5/30/2014 4
Intangibility
Destination A: $800
Destination B: $300
Pricing depends on intangible factors such as popularity
of the destination, hotel, prevailing economic and social
climate, logical comparison impossible

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Fragmented Macro Supply
In the vast majority of destinations typically no market
leader that could dictate the price

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Constrained Micro Supply
Depending on the season the hotels may be too small (and start rejecting reservation
requests) or too big (and launch activities to sell excess supply)
Unsold room on a given day is an opportunity cost (like a stale yogurt), an unsold room
on 27.5.2014 will never be resold
The value of “X” reservations rejected due to a sold out status minus the value of “X” last
reservations still accepted before the sold out status represents an opportunity cost

7. 5/30/2014 7
Human Factor
Actual service delivered by people,
the least controllable asset. With the growing importance of
social networks and review sites the human factor plays a
crucial role in the pricing decisions

8. Challenges hospitality
companies face in
pricing
5/30/2014 8

9. 5/30/2014 9
Increased dependence on exogenous factors
Political situation
The impact of the exogenous factors on hospitality
pricing decisions is more significant than with other
(primarily non-service) industries
Outbreak of epidemics (SARS)
Exchange rate volatiliity
Accessibility of the destination
Government incentives
Events in the destination

10. 5/30/2014 10
Dissonance in the purchase/consumption
process
Purchase
decision
Actual
purchase
ExperienceHospitality
Consumer
Goods
Purchase
decision
Actual purchase
& Experience
Consumer
Goods
Purchase decision & Actual purchase &
Experience

11. 5/30/2014 11
Behavioural segmentation
High Price
Sensitivity
Low Price
Sensitivity
Low Demand
Predictability
High Demand
Predictability
Meetings,
Events
Congress
Corporate
Airline ,
Crews
Individual
transient
Group
business

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Fragmented distribution
The heterogeneity of distribution makes it stressful for hotels to maintain correct rates
across all channels
Source: VFM/Leonardo

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When pricing hotels need to consider:
Target segments
When these
segments typically
book
What is the general
price level in the
market
What external
circumstances play
in hotel’s favour
Key is the forward
looking approach

14. Tools available to
hospitality sector
helping understand
and predict demand
5/30/2014 14

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Future competitive segment information

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Competitive segment information
On most of the dates the hotel is running under
full occupancy and at occupancy level up to 40%
lower than the competition
Group and Retail segment underpenetrated,
hotel is focusing on lower margin segments such
as wholesale and corporate (negotiated)

17. 5/30/2014 17
Competitive segment information
The hotel has an opportunity in group segment on 17 and 18 Oct. The
competition is running at a relatively high occupancy on these days and 1/3 of
their sold capacity is allocated to groups. The hotel can offer a higher rate to any
potential group request

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Bookings made versus actual arrivals

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What rates do my competitors sell at?
Real time future rates available to review and correlate with actual hotel
occupancy, forecast and competitors’ segmentation

20. Solutions hospitality
companies should use
to implement efficient
pricing decisions
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21. 5/30/2014 21
Efficient channel management

22. 5/30/2014 22
Efficient channel management
GDS
Hotel Web
Booking Engine
Online Travel
Intermediaries
Central reservation system
management (CRS)
Property
Management System
(PMS)
Centralized updates of all E-channels from
CRS or PMS (hotels can choose)
All bookings are automatically sent into PMS

23. Thank you.
Jan Kamenicek
jkamenicek@travelclick.com
5/30/2014 23